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Author: Site Staff

Posted on November 13, 2007July 10, 2018

Convergys Wants to Help Employers Relate

HR outsourcer Convergys is on a crusade to upgrade clients’ employee relations.


The Cincinnati-based company on Thursday, November 8, announced a “a new relationship management approach” designed to give clients a strategic leg up. Convergys said its new method applies consulting services, analytic tools and technology to generate more value from the interactions clients have with customers and employees.


Naomi Bloom, managing partner at Bloom & Wallace, a consulting firm in Fort Myers, Florida, says the announcement shows that Convergys is pursuing the “holy grail” in human resources outsourcing—seeking to provide employees with an Amazon.com-like experience that reduces costs and errors, enhances service quality and improves business outcomes.


“It’s no surprise that Convergys is doing this,” Bloom says. “Everyone is doing this who wants a fighting chance of being successful in HRO.”


Human resources outsourcing—in other words, farming out a variety of employee-related tasks such as benefits enrollment, payroll and recruiting—has been a growing market as organizations try to lower costs and focus on core competencies. HRO vendors have struggled at times to make the often-complicated deals profitable.


Convergys reported in late October that its employee care unit suffered an operating loss of $8.3 million for the three months ended September 30. On the other hand, the employee care unit saw revenue jump 24 percent year-over-year, to $63.2 million.


Despite the fast growth in HR services, Convergys’ biggest business is its “customer care” segment, which brought in $462.9 million during the third quarter. 


The recent “relationship management” announcement was directed at both Convergys’ customer care and HRO clients.


“Our decades of leadership in both customer and employee care outsourcing, innovative software development, and the application of analytics for continuous improvement enable us to drive greater efficiencies and effectiveness in the customer and employee service experience for large organizations around the world,” Convergys president and CEO Dave Dougherty said in a statement.


Other HR outsourcers are offering software or services to improve the value they can provide to clients. ADP, for example, recently said its national account services unit is offering “sales incentive compensation management” software through a partnership with application maker Centive.


—Ed Frauenheim



 

Posted on November 13, 2007July 10, 2018

Business Group Seeks an End to Employer-Based Health Coverage

A business group whose list of corporate donors includes the Coca-Cola Co., IBM and MetLife is calling for an end to employment-based health care, saying such an overhaul of the U.S. health insurance system is necessary because employers are unable to work together to reduce health care costs.


In a report released last month, the Committee for Economic Development wrote that recommendations it made five years ago, among them a proposal to create health care purchasing coalitions, have not worked. One reason is that employers with healthy workers did not want sick employees from other companies to drive up their costs.


“Employers acting alone or even in voluntary consortium cannot achieve the kind of systematic change to fix this problem,” the authors note before concluding: “We see no signs of employer action.” As a result, the crisis in American health care has only worsened, according to the report.


“The U.S. employer-based health insurance system is failing,” the report says, citing a litany of problems: The number of uninsured Americans continues to grow as small businesses stop providing health insurance, and the cost of health care is threatening the competitiveness of American business and will soon bankrupt public budgets.


The report says the current system is inherently inflationary. By paying for most health care expenses, employers insulate spendthrift employees against the cost of medicine. Employers that save money on health care do so by offering one health plan, which insurance companies price based on the size of the company, not on competition with other insurers. Employees, meanwhile, want to have a wide range of doctors. Since creating such networks is administratively complex, the most efficient way to reimburse doctors in such a large network is to pay a fee for each service provided by doctors. This fee-for-service system drives up cost because it is based on quantity, not quality.


The prevalence of chronic disease has also added to health care costs, and band-aids like consumer-directed health care leave sick and poor workers vulnerable, according to the report.


Joe Minarik, research director at the group, says the belief that the current system could not be salvaged led the group to propose a new health care program in which all Americans would be given a credit to purchase insurance among a variety of insurers in their region.


The plan comes from Alain Enthoven, professor emeritus at Stanford University’s Graduate School of Business and a longtime leader in the health care policy called managed competition.


“You’ve got to get practically everyone into it to get a competitive market to emerge,” Enthoven says.


Any insurance above the basic premium would be purchased at the individual’s or family’s expense. Employers would likely pay a fixed tax to pay for the credit. Smaller versions of this plan are used by employers like Stanford University, Wells Fargo and Hewlett-Packard. Enthoven says his plan would take about 10 years to fully implement and could stabilize the cost of health care at 16 percent of GDP, which is the percentage currently spent on health care. Without changes, health care is estimated to rise to 20 percent of GDP by 2015.


A number of executives from large companies have signed onto the effort as individuals; they do not yet represent the views of their employers. And although the committee has financial support from heavy hitters in the business world, it doesn’t have their names behind the health policy proposal. But it is now asking its corporate donors to endorse it.


Robert Chess, chairman of Nektar Therapeutics, a San Carlos, California biopharmaceutical company, is co-chair of the organization’s subcommittee on health care, which drafted the report. Chess says the group plans to lobby CEOs at large companies to support the plan.

“A lot of CEOs are publicly concerned with coming out with a position on this because it looks like they’re shirking their responsibility to their employees,” he says.


Privately, CEOs are supportive of another solution.


“They look at it and they see the system is not working,” Chess says.


—Jeremy Smerd

Posted on November 12, 2007July 10, 2018

More Training Urged to Fill ‘Mid-Skill’ Jobs

Even in a knowledge economy, people still need plumbers, electricians, nurses and construction workers.

Despite increasing demand and pay for what are called “middle-skill” occupations, the supply of workers with the appropriate background is low, according to a new report that recommends increased investment in education and training.


“In all of the hubbub of talking about science and technology and high-end jobs, concern about the middle of the labor market has been lost,” says Harry Holzer, professor of public policy at Georgetown University and co-author of “America’s Forgotten Middle Skill Jobs.”


The report, which was released on November 12, was written for the Workforce Alliance, a Washington organization that is using it to kick off its Skills2Compete campaign.


The effort is designed to focus presidential candidates and policy-makers on the fact that positions requiring significantly more than a high school education but less than a college degree will account for about 45 percent of all job openings until 2014.


“Demands for skilled labor in construction, health care, computer use, transportation” and other fields are projected to grow at above-average rates, according to the report. “Replacement needs for retiring workers will also be strong, generating even more job openings in the middle than the top of the skills spectrum.”


But there won’t be enough qualified people to fill the positions.


“The slowdown in growth among workers with some college exceeds that among workers with a bachelor’s degree or more,” the report states.


The report does not discourage the goal of increasing the number of students who enter undergraduate and graduate programs. But that isn’t the best route for millions of young people and adults.


“We haven’t provided quality career options in a broad way,” says Robert Lerman, professor of economics at American University in Washington and co-author of the report. “If you build a high-quality alternative to a straight four-year B.A. approach, people will come.”


One problem with the non-college track is that it often carries a stigma.
 
“A lot of what we used to call vocational education was not very good,” Holzer says.


But earning an associate’s degree at a community college can open the door to a good job in health care, transportation or construction.


“Community and technical college credentials are very important in enabling people to earn a family-sustaining wage,” says Julian L. Alssid, executive director of Workforce Strategy Center, one of 128 organizations endorsing the middle-skills campaign.


Businesses have an important role to play too, Lerman says. They can develop internship and career programs with local schools to expose students to various careers.


Government can help build the bridge between business and education.


“It’s daunting for an individual employer to take on the whole school establishment,” Holzer says.


If new approaches aren’t taken, the economy will suffer, according to the report.


“Without initiatives that do better to link the emerging occupational requirements with the education and training obtained by current and future workers, employers will have to import workers … and/or alter their production strategy in ways that eliminate potentially good jobs,” the report states.


—Mark Schoeff Jr.

Posted on November 12, 2007July 10, 2018

Global Hiring Picture Cloudy as New Year Approaches

A struggling global economy and skyrocketing petroleum prices could be taking a toll on hiring, suggests a new report from management consulting firm McKinsey & Co.


“The McKinsey Global Survey of Business Executives: Economic and Hiring Outlook, Third Quarter” notes 42 percent of the 2,687 executives who participated in the study say that for the short term, they expect to hire new workers. The figures paint a generally positive hiring outlook, but they are 5 percent lower than when the quarterly survey was administered in June.


HR experts caution that hiring practices could change in January when new corporate budgets traditionally kick in.


“The hiring budgets for 2008 could look a lot different,” says John Sullivan, a human resources consultant and professor of management at San Francisco State University’s College of Business.


McKinsey’s third-quarter survey was taken in September, when some employers are preparing for the holiday season.


“For retailers and hospitality companies in particular, this is the biggest hiring time,” Sullivan says. “The talent-acquisition spree that’s taking place in these sectors could be creating a distorted hiring picture.”


There is usually a lag between an economy’s cooling off and employers adjusting their hiring projections, explains Jonathan Duarte, president and CEO of Go Jobs Inc., a job board and recruiting consultancy in Orange, California.


“There is a natural trickle-down process that needs to take place before we can tell what is truly going on,” Duarte says.


For now, employers aren’t planning on aggressively expanding headcount overseas, according to McKinsey. More than half of survey respondents, 55 percent, say new jobs will be created in the same country where their companies are headquartered.


Sullivan says offshoring has tapered off, not only because sending operations overseas isn’t as cost-effective as it used to be but also because some employers have had bad experiences with the quality of the work and services from outsourcing partners. 


The search for talent will vary, depending on the region involved, the survey notes. Employers in the Asia-Pacific region, where India and China continue to grow, will most likely continue to expand next year, as 47 percent of respondents from this area say they will boost hiring. Just 36 percent of survey participants from Europe plan to add staff.


—Gina Ruiz

Posted on November 8, 2007June 29, 2023

C-Suite October 2007

People moving into key executive positions


Gary E. Knell has been appointed to the board of directors of Heidrick & Struggles. Knell is president and CEO of Sesame Workshop. Previously, he was managing director of Manager Media International.


Scott Watson has been named Midwest sales director at E.A. Dion Inc. Prior to his appointment, Watson was vice president of sales at Berman Leather.


Clare Williams has been named senior vice president of Asia operations at Primacy Relocation. Prior to her appointment, Williams was vice president of operations at another relocation company.

Vincent Belliveau has been named general manager of Europe, the Middle East and Africa at Cornerstone OnDemand. Prior to joining Cornerstone, Belliveau served as the northeast Europe director of IBM’s master data management.

Andrea R. Bortner has been named vice president of talent management at Harris Corp. Bortner was director of talent management at the company since 2005. Prior to Harris, she was a consultant for executive coaching at Insight Into Action Inc.

Bill McDermott has been named executive vice president of corporate markets at AXA Equitable Life Insurance Co. Most recently McDermott was executive vice president of large corporate market retirement services at Fidelity Employer Services Co. He has spent the past 11 years in various divisions of Fidelity Investments.

Bruce Lachenauer has been named lead at Spencer Stuart. Lachenauer joined Spencer Stuart in 2002. Most recently, he led the firm’s global computing systems and semiconductor practices.

Steve Mele has been appointed chief human resources officer at Watson Wyatt. He comes to Watson Wyatt from Mercer, where he was chief people and technology officer. Before that, Mele held various senior-level human resources positions at Prudential International, Standard Chartered Bank, Clearstream and Schlumberger.

Sarah Pitt has been named corporate human resources officer at Forcht Group of Kentucky. Most recently, Pitt was deputy director/director of human resources for the Council of State Governments. Before that, she was associate director of human resources at the University of Kentucky.

Rami Branitzky has been named North American managing director at SAP. Branitzky has been senior vice president at SAP since 2006.

Don Ramer has been appointed learning track leader at Atlanta Recruiting Roadshow.

Andy Cox has been named head of the global benefits consulting business at Hewitt Associates. Cox has been with Hewitt for 17 years in various consulting and leadership positions.

Dean Jacobson has been named vice president of alliances at Cornerstone OnDemand. Before joining Cornerstone, he was vice president of sales and partner development at WageWorks.

David Hofrichter has been named lead consultant of the executive compensation practice at Hewitt Associates. Before joining Hewitt, he was national compensation leader at Buck Consultants.

Randy Wada has been named chief diversity officer for the Asia-Pacific region at Aon Corp. Most recently he was CEO of Aon Japan.

Michael Lavington has been named COO of Gevity. Most recently he was director at Gevity.

Barbara Levin has been named senior vice president of marketing and customer community at Enwisen. Prior to joining Enwisen, she was president of Barbara Levin Associates.

Submit your move


Posted on November 8, 2007July 10, 2018

California Suit Charges Staffing Firm with Comp Scheme

California Attorney General Jerry Brown has sued PacifiStaff, a Southern California staffing company, charging that the firm has helped building contractors avoid paying workers compensation insurance.


In his suit, Brown accuses Anaheim, California-based PacifiStaff of training construction companies to violate California workers compensation laws with the use of “fake corporations with phantom executives.”


Brown filed a similar lawsuit against Los Angeles drywall company Brinas Corp. In that suit, Brown alleges that the company exploited employees, engaged in unfair business practices and violated workers protections.


In the new complaint, filed in Orange County Superior Court, Brown charges that PacifiStaff showed construction companies how to evade workers compensation costs by “exploiting a legal exemption intended to only exempt the owners of small (private companies) from the costs of paying workers compensation coverage for themselves.”


“PacifiStaff developed a sophisticated scheme whereby companies would fire their workers and rehire them in fake corporations with phantom executives,” Brown said in a statement. “These illegal maneuvers enabled construction companies to avoid state laws, which require all employers to provide workers compensation insurance.”


Brown said he is suing PacifiStaff under California’s Unfair Competition law and will attempt to collect $2,500 per infraction for what could potentially be thousands of cases involving individual workers.


PacifiStaff denies that the business model adopted by its clients in any way “constitutes an unlawful or unfair business practice violation.”


In a statement, PacifiStaff explained that employers that adopt their business model do not “seek to avoid their obligation to provide meaningful benefits to their workers,” adding that Californians have “benefited” from their business model.


Brown said undercover investigators attended a PacifiStaff sales meeting where representatives pitched the scheme. The complaint charges that PacifiStaff advised employers to appoint their entire workforce of manual workers as “sham officers,” and issue each of them a “nominal share in the corporation, in order to unlawfully claim the exemption for corporate officers or directors who are also the sole shareholders of a (private company).”


The complaint contends that this leaves workers without the no-fault protections of the workers compensation system and makes it more difficult for other employers to competitively bid for contracts.


Filed by Jeff Casale of Business Insurance, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com

Posted on November 7, 2007July 10, 2018

U.S. Department of Labor Veterans Employment and Training Service

Veterans’ Employment and Training Service (VETS)
Staff Directory


Office of the Assistant Secretary
for Veterans’ Employment and Training
U.S. Department of Labor
200 Constitution Avenue, N.W., Room S-1325
Washington, D.C. 20210


National Office Directory
OASVET—Office of the Assistant Secretary for Veterans’ Employment and TrainingFax:
(202) 693-4754
Charles S. Ciccolella,
assistant secretary
(202) 693-4700
John M. McWilliam,
deputy assistant secretary
(202) 693-4700
James Wilkinson,
chief of staff
(202) 693-4700
Ruth M. Samardick,
Department of Labor director of
homeless assistance programs
(202) 693-4706
Ron Drach,
director,
government and legislative affairs
(202) 693-4749
William Offutt,
executive director,
HireVetsFirst campaign
(202) 693-4700
Chris Grisafe,
special assistant
(202) 693-4735
Kathi Ladner,
special assistant
(202) 693-4738
Andoria Earl,
staff assistant to the assistant secretary
(202) 693-4739

Office of Agency Management and Budget (OAMB)Fax:
(202) 693-4755
F. Paul Briggs,
director
briggs.fergus@dol.gov
(202) 693-4713
Eric Rudert,
assistant director
Rudert.eric@dol.gov
(202) 693-4746
Steven Van Arsdel,
IT manager
vanarsdel.steven@dol.gov
(202) 693-4710
Linda Chambers,
budget analyst
Chambers.Linda@dol.gov
(202) 693-4732
Jenel Turner,
veterans’ employment specialist
turner.jenel@dol.gov
(202) 693-4716
Shirley J. Snyder,
management services specialist
Snyder.shirley@dol.gov
(202) 693-4729
James Lowery,
management analyst,
lowery.james@dol.gov
(202) 693-4745

Office of Operations and Programs (OOP) Fax:
(202) 693-4755
Gordon J. Burke Jr.,
director, operations and programs
burke.gordon@dol.gov
(202) 693-4707
George “Mike” Parker,
deputy director, operations and programs
parker.george@dol.gov
(202) 693-4750
James Arrington,
veterans’ employment specialist, REALifelines
arrington.james@dol.gov
(202) 693-4728
Sheena Marshall,
administrative assistant
Marshall.Sheena@dol.gov
 (202) 693-4730

Employment and Training Programs (ETP) Division


Transition Assistance Program (TAP), Veterans’ Workforce Investment Program (VWIP), Homeless Veterans’ Reintegration Project (HVRP), Disabled Veterans’ Outreach/Local Veterans’ Employment Representative Programs (DVOP/LVER), Vocational Rehabilitation and National Veterans’ Training Institute (NVTI) training. Fax: (202) 693-4755
Pamela Langley,
chief
langley.pamela@dol.gov
(202) 693-4708
Timothy Winter, TAP
winter.timothy@dol.gov
(202) 693-4705
Patrick Hecker,
DVOP/LVER
hecker.patrick@dol.gov
(202) 693-4709
Kristine McLaughlin,
competitive grants
McLaughlin.kristine@dol.gov
(202) 693-4756
Ed Davin,
support contractor
davin.edward@dol.gov
(202) 693-4742
Mike Palumbo,
support contractor
palumbo.michael@dol.gov
(202) 693-4720
Lisa Butler,
support contractor
butler.lisa@dol.gov
(202) 693-4740
Margaret Hill-Watts,
support contractor
hillwatts.margaret@dol.gov
(202) 693-4744

Investigation and Compliance Division
Uniformed Services Employment and Reemployment Rights Act (USERRA), Federal Contractor Job Listing (FCJL), Veterans’ Preference, Freedom of Information Act (FOIA) and correspondence.Fax:
(202) 693-4755
Rob Wilson,
chief
rmwilson.@dol.gov
(202) 693-4719
Kenan Torrans,
USERRA
torrans.william@dol.gov
(202) 693-4731
Marcus Bradshaw,
USERRA
bradshaw.marcus@dol.gov
(202) 693-4726
Carrie Timus,
correspondence analyst
Timus.carrie@dol.gov
(202) 693-4718

Posted on November 6, 2007July 10, 2018

ADP Gets Into Sales Rep Pay

ADP has entered the growing market for software to manage the compensation of sales professionals, the company said Monday, November 5.


The payroll and HR outsourcing specialist said its national account services unit is offering “sales incentive compensation management” software through a partnership with application maker Centive.


Neil McEwen, a sourcing advisor with PA Consulting Group, says ADP’s move follows the example of other outsourcers who have been adding software products to spur growth. The Centive application also should help Roseland, New Jersey-based ADP generate more revenue from customers who now use the company as a payroll “bureau.” The check-cutting business “was low margin to start with, and it’s even lower margin,” McEwen says. “As the market matures, you need to segment.”


ADP said its incentive compensation management product is designed to help organizations track, manage and report on sales compensation. In addition to calculating commissions and bonuses, users of the software can access real-time sales data, model compensation plans and forecast anticipated commission-based pay, ADP said. The tool also can help clients with Sarbanes-Oxley Act compliance when it comes to commission accounting, ADP said.


ADP will host Burlington, Massachusetts-based Centive’s Compel software and deliver it to customers over the Web.


“Automated incentive compensation management is a natural extension of ADP’s business. We are one of the first in the HR and payroll industry to offer this solution as part of a full suite of flexible, easy-to-use on-demand offerings,” Regina Lee, president of ADP National Account Services, said in a statement.


Research firm Gartner estimates that the market for sales incentive compensation management software grew by at least 15 percent last year, to $250 million. The market for such applications “is attracting significant interest from organizations of varying sizes and in different industries, and is expected to grow at a similar rate in 2007,” Gartner wrote in a July report. “Sales ICM applications should help organizations gain efficiencies, insights and versatility in creating, deploying and administering compensation plans meant to guide and motivate direct and indirect sales personnel.”


Centive was one of four vendors receiving a “promising” rating in the Gartner study. Three vendors scored higher, with “positive” ratings. They were Callidus Software, Synygy and Oracle, with its E-Business Suite.


Christa Degnan Manning, analyst with advisory firm AMR Research, says ADP likely went with Centive because of Centive’s focus on the midsize market, which also is ADP’s core customer set. The deal is great for Centive given the strength of ADP’s sales force, Degnan Manning says.


But the partnership does not help ADP customers when it comes to pulling all their workforce-related data together. Such integration can be key to insights and better decisions about employees.


Degnan Manning says the Centive incentive management application potentially adds another “silo” of information to ADP clients, who also may have distinct applications for recruiting and tracking basic personnel information.


“I don’t know if it’s a big win for ADP customers,” she says.


Greg Secord, vice president of marketing and business development for ADP’s national account services unit, says ADP is taking integration seriously in the Centive deal. The first “integration point” involves a link between the Centive application and ADP payroll software, Secord said. “It will expand over time,” he says.


—Ed Frauenheim


Posted on November 5, 2007July 10, 2018

Cigna Could Set Trend with Doctor Ranking Deal

Cigna Healthcare’s agreement with the New York Attorney General Andrew Cuomo’s office to revamp its doctor ranking program may become the standard for similar programs at other health insurers.


The agreement, which was revealed last week, came three months after Cuomo launched an investigation into health insurers’ doctor ranking programs, concerned that the programs might steer members to physicians based on price rather than quality.


Under the agreement, Bloomfield, Connecticut-based Cigna will ensure that its rankings include established national standards to measure quality in addition to cost, and to disclose to consumers and physicians how the rankings are determined, breaking them down by cost, quality and when a combined score is given, what proportion is based on cost vs. quality. The insurer also agreed to submit to outside oversight (see terms of the agreement below).


Although a deadline for publishing the new doctor rankings was not set, Cigna officials said they expect to have something available by early 2009. In the meantime, current rankings, which Cigna asserts “always included both quality and cost” factors, will continue to be made available to plan members until the new rankings become available, a spokeswoman says.


The new ranking system will apply to the 12,247 New York doctors in Cigna Care Network, a so-called high-performance network that is also available in 27 other states.


Although Cigna officials did not say whether the new ranking system would be applied in those other states, Dr. Jeffrey Kang, senior VP and chief medical officer for Cigna Healthcare, says the insurer is continuing to work with the attorney general’s office to establish “a national model for the entire health insurance industry.”


The agreement was reached with input from the Medical Society of the State of New York; the American Medical Assn.; and the Consumer-Purchaser Disclosure Project, a group of consumer, labor and employer organizations, including the National Business Group on Health.


The ranking programs investigated by Cuomo’s office over the past several months, in some cases, lower or waive co-payments and/or deductibles for plan members who use the providers they have identified as being more cost-effective or higher quality.


“Our members believe that quality trumps cost and that good quality is more cost-effective,” says Susan Pisano, vice president of strategic communications at America’s Health Insurance Plans, a Washington-based insurance industry trade organization, of which Cigna is a member.


Employers also have been supportive of the high-performance networks because lower premiums are generally charged for plan members who use them.


In addition to Cigna, as part of the investigation, Cuomo’s office sent letters to Aetna Inc., UnitedHealth Group Inc., Empire Blue Cross Blue Shield and several other insurers that use physician ranking.


The letter to UnitedHealth prompted the Minnetonka, Minn.-based insurer to hold off implementation of its UnitedHealth Premium Designation in New York until the fourth quarter of 2007. The program is available in 94 other markets across the country.


Although the agreement reached with Cigna does not apply to any of the other insurers being investigated, the attorney general’s office is continuing to negotiate with them with the intention of using the agreement as a template,  Cuomo said when he announced the agreement last week.


“This rating system could serve as a model for the nation—and for other companies,” he says.


Also during the October 29 announcement, Charles Bell, program director for Consumers Union based in Yonkers, New York, says that the agreement “brings the process for evaluating doctors squarely into the sunlight.”


And Dr. Nancy Nielsen, president-elect of the Chicago-based American Medical Assn., says the agreement was “a balanced approach that acknowledges physician ratings have a risk of error and should not be the sole basis for selecting a physician.”


She adds that “the AMA expects this agreement will influence other states to implement careful and independent oversight and evaluation of physician performance measurement projects to assess their integrity and fairness.”


“If the goal is really to improve the care and help patients make informed choices, then we’re all for it. If it’s done in a fair, accurate and transparent way,” Nielsen says.


The other insurers under investigation also commented positively on Cigna’s agreement and said it was consistent with their physician ranking programs.


“The principles of our Premium Designation program are also at the core of this agreement,” says a spokesman from UnitedHealth.


“The outline of the New York attorney general’s agreement with Cigna appears consistent with the general principles of Empire’s transparency efforts,” says a spokeswoman for Empire Blue Cross Blue Shield.


“We welcome working with the New York Attorney General on a similar agreement and to sharing details of our program with a nationally recognized external entity to help make these physician ranking programs the best they can be for consumers,” a spokeswoman for Aetna says.


“The guidelines aren’t far from what many of the plans were already doing,” says Laurel Pickering, executive director of the New York Business Coalition on Health. However, she acknowledges that “the process may not have been transparent, which is definitely what we need.”


She also says that the coalition’s employer members are relieved that an agreement was reached.


“We were concerned that these programs might be in jeopardy,” she says. “We’re guessing that others are going to follow suit. So it’s good all around.”


“It’s new and I think that there are going to be bumps,” said Susan Pisano of America’s Health Insurance Plans. “The business community and consumer community have been advocating for there to be information for consumers, and my sense is that they have wanted to make sure we are moving ahead in this area, but we can’t wait for the perfect system. Don’t let the perfect be the enemy of the good.”


Terms of the Agreement (click to return to the top of the story)


Under an agreement with the New York attorney general’s office, Cigna Healthcare will:

● Ensure that doctor rankings are not based solely on cost and clearly identify the degree to which any ranking is based on cost.


● Use generally accepted national standards to measure quality, including measures endorsed by the National Quality Forum.


● Employ several measures to foster more accurate physician comparisons, including risk adjustment and valid sampling.


● Disclose to consumers how the program is designed and how doctors are ranked, and provide a process to register complaints about the system.


● Disclose to physicians how rankings are designed and provide a process to appeal incorrect ratings.


● Nominate and pay for a ratings examiner—subject to the approval of the attorney general—to oversee compliance with all aspects of the new ranking model and report to the attorney general’s office every six months. The ratings examiner must be an independent “national standard-setting organization” and a 501(c)(3) nonprofit organization.


Filed by Joanne Wojcik of Business Insurance, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.

Posted on November 5, 2007July 10, 2018

Dear Workforce How Do We Evaluate Whether Our Mentors Have Benefited From Training?

Dear Clueless:



Measuring the effectiveness of mentor programs is always challenging. Even if you philosophically agree that mentor programs are a valuable way to develop and retain talent, the question will arise about assessing your return on investment from the program. In establishing a mentor program, it’s important to focus on the following questions prior to establishing success metrics:

■ Who is eligible to participate in the program? Is it restricted to high potentials or managers at a certain level in the organization?
■ What is the overall objective of the program? Is it focused on employee assimilation, development, retention or some other combination of objectives?
■ What type of people should be mentors to others? What specific attributes or skills should they have?
■ How formal versus informal should your mentoring program be?
■ How frequently should the organization measure the effectiveness of the program?

Investing in training for mentors is an important aspect of a successful program. Measuring the impact and effectiveness of mentors can be accomplished in a variety of ways including:

1. Gathering feedback from those being mentored. Do they feel their mentor is helpful in building skills, capabilities and insights that help them be more effective on a daily basis?

2. Measuring performance improvements of those being mentored:
a. Improvement in performance management ratings (year-over-year competency development and business results achievement).
b. Improvement in retention levels of high performers and others that received mentoring.
c. Measurement of the success of mentored individuals upon advancing to new roles with greater responsibility.

In assessing the effectiveness of a mentoring program, it’s critical to go beyond asking for feedback from those who receive mentoring. This feedback is important but needs to be augmented by the types of analysis suggested above. The specific metrics that each organization puts in place should tie back to the stated objectives of the mentor program.

SOURCE: Garrett J. Sheridan, managing partner, Axiom Consulting Partners, Chicago, October 5, 2007.

LEARN MORE: Please read Mentoring Matters to learn how and why more organizations are pairing seasoned employees with promising high potentials.

The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.


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