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Posted on January 12, 2009June 27, 2018

AIG Delays Deferred Compensation

At the request of key congressional leaders, American International Group Inc. won’t immediately pay out $93.3 million in employee compensation to former employees and agents and certain executives.


“AIG took this action in response to concerns expressed by several members of Congress,” said a spokeswoman for AIG. “We believe this is a positive outcome that still allows AIG to address concerns some employees have about accessing pay that they had earned but deferred.”


In a joint statement issued Wednesday, January 7, Rep. Paul E. Kanjorski, D-Pennsylvania and chairman of the House Financial Services Subcommittee on Capital Markets, Insurance and Government-Sponsored Enterprises, and Rep. Joseph Crowley, D-New York, who serves on the Ways and Means Committee, said that as a result of congressional inquiries, AIG decided to change a previously announced plan to terminate several deferred compensation plans and accelerate the payout of $367 million to several thousand AIG employees and agents.


AIG had said such actions were necessary to retain key employees.


Some members of Congress have been critical of what they regard as AIG being overly generous in compensating past and current employees after the company received federal backing of as much as $152 billion to avoid collapse.


The decision “is encouraging evidence of AIG’s willingness to work openly and cooperatively when reminded of its indebtedness to American taxpayers,” the congressmen said in the statement.


“By cooperating with the congressmen’s request, AIG realized that more than $90 million of the payouts would have gone to former employees and agents, and therefore would have no impact on retaining key personnel,” the statement said. “AIG volunteered to revise its payout plan so that it no longer applies to former employees and agents.”


The total includes $3 million in deferred compensation that would have been paid to certain executives in April.


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


Workforce Management’s online news feed is now available via Twitter.


 

Posted on January 12, 2009June 27, 2018

TOOL Combating Religious Discrimination in the Workplace

For employers looking to protect workers from religious discrimination and themselves from possible legal problems, the U.S. Equal Employment Opportunity Commission’s“Best Practices for Eradicating Religious Discrimination in the Workplace” can be helpful. The document offers a number of recommendations in four areas:


  • Disparate Treatment Based on Religion (“In conducting job interviews, employers can ensure nondiscriminatory treatment by asking the same questions of all applicants for a particular job or category of job and inquiring about matters directly related to the position in question.”)


  • Religious Harassment (“Employers should allow religious expression among employees to the same extent that they allow other types of personal expression that are not harassing or disruptive.”)


  • Reasonable Accommodation of Religious Beliefs and Practices (“Employers should work with employees who need an adjustment to their work schedule to accommodate their religious practices.”)


  • Retaliation (“Employers can reduce the risk of retaliation claims by training managers and supervisors to be aware of their anti-retaliation obligations… .”)


Posted on January 9, 2009June 27, 2018

10 Resolutions for Defined-Contribution Plan Sponsors

We can all agree that it feels good to close the books on 2008. But the new year will certainly hold its own challenges in terms of market volatility, economic change, regulation and legislation. Defined-contribution plan sponsors would be wise to take this opportunity to clean house and make sure their plans are best positioned in terms of design, delivery and communication. Here are 10 New Year’s resolutions we recommend:


    1. Stay on top of plan fees. New and pending regulation heightens the need to rigorously monitor, evaluate and benchmark plan fees on a regular basis. At the same time, market volatility has been a game-changer. With fund returns as poor as they have been recently, excessive fees become a glaring plan weakness. An annual, formal, documented fee review is essential.


    2. Take aim at the employer stock fund. According to the Callan DC Index, the company stock fund in the average DC plan has underperformed its diversified benchmark by 4.39 percent annually since the beginning of 2006. While it is not easy to eliminate a company stock fund from a plan—ironically, many participants tend to object—it is important to consider all options, including freezing the fund to new contributions, limiting contributions to the company stock fund or outsourcing fund management. At a minimum, education and advice around company stock should be a top priority in 2009.


    3. Clean up the fund lineup. Plan sponsors may argue that today’s market volatility makes it difficult to eliminate unwanted “legacy” funds, streamline the fund lineup, or even replace poor performers. In fact, current market conditions can be viewed as providing a unique opportunity to take a clean-sweep approach. After all, a lot has been learned about the markets in 2008, and it is highly prudent to implement those lessons by repositioning the investment fund lineup as needed.


    4. Reconsider mutual funds. In a recent survey, Callan found that plan sponsors ranked shifting to collective trusts and separate accounts as their third-least likely activity for 2009. Yet, because they have so much less overhead than mutual funds, collective trusts and separate accounts can be a cheaper way of accessing investment managers—sometimes by as much as 30 to 40 percent. Plans don’t need billions in assets to benefit from these vehicles, and many of the perceived weaknesses of separate accounts and collective trusts are more myth than fact. For example, plan sponsors often worry that participants will complain that collective trust and separate account performance is not listed in newspapers. However, a survey by AllianceBernstein found that the majority of participants seek fund performance information from their quarterly statements and plan Web sites.


    5. Think outside the investment provider box. Two-thirds of plan sponsors report using the proprietary asset allocation funds (risk-based or target-date) of their record keeper. And yet target-date funds are far from commodities. Their equity allocations can vary dramatically. Some restrict themselves to the most basic asset classes, while others diversify with highly esoteric asset classes. The list of significant differences goes on and on. Given all of this—and especially in light of the current market volatility—plan sponsors would be wise to evaluate whether their target-date funds are the right fit for their plan’s needs. Some larger plan sponsors have even taken the opportunity to customize their own target-date funds based on their existing fund lineup. This is truly thinking outside the investment box, and may make sense for many larger plans.


    6. Embrace automation. One thing is certain today: DC participants are going to need to be better investors than ever in order to reach their retirement goals. They’ll need to save more, diversify better and stay the course with their equity allocations, despite market volatility. Creating a workforce of super-investors is unlikely. But plan sponsors can make it far easier for employees to succeed by automatically enrolling them into their plans and tying in automatic step-up features. The twin efforts of using asset allocation funds as a default, and offering automatic rebalancing for those who do choose to create their own portfolio, can bolster investment outcomes.


    7. Audit your compliance. Three-quarters of 401(k) plan sponsors consider their plans ERISA Section 404(c) plans, meaning the plan sponsor is responsible for selecting what investments are in the plan but participants are responsible for their own fund choices. Many industry observers believe, however, that the actual number is considerably lower due to lack of compliance. Likewise, if your plan is a 401(k) plan, it probably has a qualified default investment alternative (QDIA), which also receives the 404(c) safe harbor. However, if the QDIA is not properly vetted, communicated and implemented, the safe harbor may be providing plan sponsors with a false sense of security. Companies need to thoroughly review the plan’s compliance with 404(c)—particularly around the QDIA.


    8. Step up monitoring procedures. After the events of 2008, due diligence must surely be the new buzzword. Many plan sponsors report increasing the frequency of investment committee meetings and improving their documentation of meeting minutes. When the markets are changing as rapidly as they have been, such actions may be prudent. At a minimum, though, plan sponsors will certainly wish to review their investment policy statement, making sure that it is complete and thorough—and also making sure that the investment committee is adhering to its principles. It is important to remember that an investment policy statement can be a double-edged sword. It can be a fiduciary’s best friend in ensuring a rigorous investment selection and monitoring process. Or, it can be a fiduciary’s worst enemy if it is not being followed.


    9. Increase educational support. If DC participants felt ill-equipped to make investment decisions going into 2008, then going into 2009, they are undoubtedly even less confident. Stepping up communication and education is another important item on the resolutions list. This should include communication that explains market volatility, discusses the stability of the plan’s record keeper, and underscores sound investment principals. Now is also a good time to take advantage of the Pension Protection Act’s support of advice, and add an online advisory service. With loans and withdrawals on the rise, proactive communication on those topics is also likely warranted.


    10. Stop plan leakage. As layoffs mount, plan sponsors should embrace an active policy when it comes to terminated participants. It’s possible that the best course of action is to encourage participants to remain in the plan, keeping costs down for everyone. Rollovers should be made as flexible as possible. Commonly, the record-keeping platform makes it easy to roll into the record keeper’s IRAs, but very difficult to roll into other, potentially more attractive IRAs. Plan sponsors might also want to consider allowing loan payments to continue after termination, as another way to keep retirement monies in the retirement system.


    If much of these recommendations sound familiar, it’s because a number of them were outlined in the House Education and Labor Committee’s plan to preserve and strengthen 401(k) plans. That’s a reason to not only make these resolutions, but to keep them.

Posted on January 9, 2009June 29, 2023

Virtually Shooting Real Targets

If you’ve ever watched a cop show on television, you’ve probably seen a “shoot house.” Traditionally, it’s a special kind of firing range with life-size pop-up figures. Although accuracy matters, what’s truly vital in shoot houses is the ability of the police officer to judge instantaneously whether a pop-up figure is a good guy or bad guy and respond accordingly.


    In the Army, shoot houses go far beyond television. They are live-fire training facilities that replicate buildings or urban structures with interconnecting rooms and hallways, says Mike Terry, chief of the special tactics training division of the Army’s military police school at Fort Leonard Wood in Missouri. Eighteen inches of rubber cover these facilities’ interior walls to capture live rounds, and steel plates between the inner and outer walls further prevent bullets from escaping. Soldiers can “maneuver through the building and engage threat targets under live-fire conditions,” Terry says.


“In the past, soldiers could only shoot a pop-up target or a paper target that would just fall over,” says Scott Johnston, America’s Army’s project lead for live-fire shoot houses. “It wouldn’t react to you.”


But with America’s Army, virtual live-fire shoot houses now present realistic moving targets that respond to a soldier’s presence and actions. “Upon entering a room, a soldier comes face-to-face with what appears to be another human or humans,” Terry says.


In fact, what the soldier sees in the virtual live-fire shoot house is a life-size projection of an America’s Army computer simulation, displayed on the shoot house’s walls. Integrated laser detectors allow the simulation to respond to a soldier’s actions. “We have characters that react as real characters act,” Johnston says. “They may reach for a weapon or have a hostage.”


In that environment, a soldier has to quickly evaluate the situation, determine the right action, get in position for a possible exchange of fire and, finally, act. “This may take no more than a second,” Terry says. “The virtual shoot house steps up the level of realism, [which] is crucial to the overall learning process.”


If things go awry, the simulation can be paused at any moment and then resumed. “It’s an immediate way of providing feedback to soldiers and then [they can] go right back into training,” Johnston says.


From Terry’s point of view, the virtual live-fire shoot houses are invaluable. They “increase proficiency and confidence in tactics, techniques and procedures and increase survivability,” he says. “Soldiers get a chance to put their collective and individual skills to the test under tough and realistic conditions. Every shoot house in the Army should be outfitted with this capability.” Currently, only three virtual live-fire shoot houses exist, but a fourth will be opening at West Point in spring 2009.


Virtual live-fire shoot houses obviously apply to law enforcement and corporate security, but they’re not so clearly applicable to business activities not involving live ammunition. Nevertheless, they prove a crucial point about using simulations for training.


“In a simulation, you can try new things without risk,” says Joe DiFilippo, a consultant with BTS, and an eight-year Army veteran, where he both participated in and facilitated a number of simulations. “If it doesn’t work out, you can try again. There’s a big risk with a real situation. Simulations are safe, quick and easy, with on-the-spot behavioral change.”

Posted on January 9, 2009June 27, 2018

Economy Weighs on Benefits Managers as 09 Kicks Off

Benefit managers have entered 2009 with a host of concerns regarding their departments’ operations and their employee benefit offerings amid the dismal economy.


    From curbs on benefit offerings as companies look to cut budgets, to retirement savings issues as workers see their 401(k) accounts shrink and health care reform as a new administration takes office, benefit managers face numerous uncertainties as the year begins.


    Jack Towarnicky, associate vice president of benefits planning at Nationwide Mutual Insurance Co. in Columbus, Ohio, knows cuts will have to be made somewhere. He just doesn’t know where yet.


    “Like many other large financial services firms, the economic downturn means we’re likely not going to hit all our financial metrics,” Towarnicky says. “Expense savings are expected throughout the organization, including benefit plans.”


    However, his organization and others still were able to enhance their benefit packages for 2009. Nationwide did not raise employee contributions for its two most popular health care options from 2008. It did not change dental coverage or rates, or life insurance or rates, and it lowered the cost of vision coverage. Towarnicky says the company still is matching a portion of contributions to health savings accounts and didn’t reduce its 401(k) match. Nationwide continues to enroll new hires in its defined-benefit pension plan as well.


    Kathy Dupree, benefit manager for Core Laboratories in Houston, says her company added more benefits too, enhancing its wellness program and adding a smoking cessation program. She says the organization was able to take such actions without increasing employees’ rates. Dupree acknowledges many other companies and benefits departments were unable to do the same as a result of the poor economy.


    Just as benefits managers are waiting to see how their benefit departments will be affected by the economic downturn, they are pondering whether and when health care reform will occur and how their organizations will be affected, says Chantel Sheaks, a principal with Buck Consultants in Washington.


    “I think for employers, when they’re doing their planning and looking forward, it’s very difficult in this political climate to really plan on the health care side for next year,” Sheaks says. “Many employers have to plan as if nothing is going to happen.”


    Chris Cannova, director of compensation and benefits for the Archdiocese of Chicago, says that while he is interested to see how President-elect Barack Obama’s health care strategy plays out, he isn’t counting on any immediate drastic changes, and he planned for the year ahead accordingly.


    “I’m taking a wait-and-see approach,” he says.


    Dupree believes that another outcome of the faltering economy is that insurance companies likely won’t be able to subsidize some of the ancillary services such as wellness programs or smoking cessation programs, ultimately changing their product offerings. Additionally, they might have to increase costs for their medical plans, causing employers to drop their plans, make them more restrictive or increase employees’ premiums, Dupree says.


    The economy isn’t only affecting health care plans, benefit managers say. Towarnicky is worried the state of the economy is going to hit employees’ plans for retirement and their saving habits.


    “I’m worried fewer people will be prepared or on track for retirement, and I’m afraid they’ll get discouraged,” he says. “It will change their behavior and they’ll reduce their savings. They’ll conclude a financially secure retirement is not obtainable or achievable.”


    Towarnicky is particularly concerned about possible support from elected officials to waive the 10 percent early distribution tax penalty on 401(k) plans, therefore encouraging withdrawals from retirement accounts. “I’d like to see more focus on improving loan provisions so they foster repayment versus making it easier to take a distribution,” he says.


    To help mitigate employees’ potential knee-jerk reactions to the economy, such as pulling money out of their retirement plans or reducing their contributions, the Archdiocese of Chicago is implementing communication plans and offering education seminars this year to help settle employees’ concerns, Cannova says.


    Benefits experts say fee-disclosure legislation is likely in 2009.


    “I don’t think there is any employer who disagrees there should be transparency and that you should know what the fees are,” Sheaks says.


    Dupree says she would like to see more transparency regarding fees from service providers and mutual funds to plan sponsors and from plan sponsors to participants.


    “I’d like to know more as a plan sponsor,” she says. “I have no reason to believe that my participants should not have this information readily available to them. They should know everything that goes on with their 401(k.”

Posted on January 9, 2009June 27, 2018

Approaches that Sped Workers’ Return to Work

Employees out on short-term disability are likely to miss less work and have a higher return-to-work rate when their employers have integrated medical and disability programs, according to internal studies conducted by two health insurers.


    In 2005, Aetna analyzed claims incurred between April 2003 and January 2005 and compared short-term disability durations of evenly split groups of members: one with only an Aetna disability policy and the other with an integrated Aetna medical and disability program. Aetna found that the duration of short-term disabilities for members with an integrated program were 4.5 days less than those with only a disability policy. Additionally, the study showed that while 5 percent of disability-only members moved from short- to long-term disability, only 2.2 percent of members with an integrated plan did so.


    Likewise, a 2007 Cigna HealthCare analysis of individuals covered by the insurer’s integrated medical and disability programs showed that those who took short-term disability leave were 37 percent more likely to return to work compared with members in nonintegrated disability-only plans.

Posted on January 9, 2009June 29, 2023

Job Hunting During the Recession Finding a Seat at a New Table

For the unemployed professional, or one worried about becoming unemployed, the latest economic news isn’t encouraging. Companies are laying off thousands of workers, at all levels of skill and experience.


    But even recessionary economies have job openings. A professional whose skills are no longer needed in one industry may find a pocket of demand for those skills in another.


    Take banking, for example. Despite the turmoil in the broader industry, Chicago-area branches of several top banks, including J.P. Morgan Chase & Co., U.S. Bancorp and Fifth Third Bancorp, have been advertising jobs recently for personal or retail bankers, the people who work directly with customers. Ideal candidates have experience interacting with customers but not necessarily at financial institutions.


    For store managers in depressed service-intensive industries such as consumer electronics and luxury goods, banking can be fertile ground for job hunting.


    “A sales manager—someone who was in a leadership position—with a proven track record from retail, such as Circuit City or Nordstrom, could absolutely work in this job,” says Judy Rayborn, supervisor of human resources for Fifth Third Bank in Chicago.


    The insurance industry is expected to remain a strong employer in Illinois, despite a couple of spectacular failures in other parts of the country, says Kevin Martin, executive director of the Illinois Insurance Association, an industry advocacy group in Springfield.


    Moreover, insurance takes in professionals from all sorts of backgrounds, including the hard-hit real estate sector.


    Claims adjusters often come with experience in property management or real estate development because they understand how to estimate the cost of repairing a building after damage from a fire or other disaster, Martin says. Auto adjusters usually have backgrounds in the repair business.


Job leads
   Insurers continue to advertise jobs for independent agents, who get commissions for selling the companies’ products. The vast majority of people in these jobs have no insurance background, says Matt Bennett, a district manager for Farmers Insurance Group in Rosemont.


    “Some of our most recent people have come from the mortgage industry or have owned businesses,” he says. “But people from pretty much any walk of life can do this.”


    Perhaps no industry is more depressed today than the mortgage business. But even here, companies are hiring.


    Chicago-based Guaranteed Rate Inc. has been hiring a group hard hit by layoffs: loan originators, brokers who connect borrowers with lenders. Unlike rivals, Guaranteed made its biggest profits ever in 2008, and the company has added 15 branch offices in the past few months, says Victor Ciardelli III, its founder and chief executive.


    But Ciardelli warns that the loan originators landing jobs now “are really the top talent in the business.”


    Other mortgage companies and banks are hiring originators, processors and underwriters with experience in Federal Housing Authority loans, the government-secured mortgages that have filled some of the gap left by the disappearance of subprime loans, says Robin Burke, senior vice president at Contemporary Services Inc., a mortgage industry staffing company based in Schaumburg, Illinois.


    Mortgage industry professionals without direct experience can make themselves marketable by taking short courses on FHA lending, Burke says.


    Accounting is perhaps the hottest job market in today’s economy because changes to accounting rules have boosted demand for people with auditing skills.


    While law firms, brokerage houses and corporations have cut employee recruiting, accounting firms are hiring, says Dennis Reigal, director of academic and career development for the American Institute of Certified Public Accountants, a professional group in New York.


    “It’s pretty clear that accounting is a recession-proof job,” he says.


    PricewaterhouseCoopers is in the market for certified public accountants with high levels of expertise in areas that will help companies navigate a recession, such as managing credit crises or financial restructuring, says Robert Daugherty, the firm’s New York-based U.S. sourcing leader.


    While hiring levels at Pricewaterhouse in 2009 will be about the same as in 2008, he says those hires will include more than twice the number of MBAs. Daugherty also notes that tax attorneys are in demand throughout the industry. Changes in U.S. tax codes expected under the incoming administration likely will create an even bigger job market for these professionals.


    “If you are a tax professional with four to five years’ experience, you are very valuable right now,” he says.


    Accounting isn’t the kind of work one can get without specific education and certifications. But for a business professional willing to return to college for a career change, it’s a viable option.


    At the University of Illinois at Chicago, anyone with a degree in finance, marketing or business can earn a master’s degree in accounting in about three semesters.


    Careers in health care remain some of the safest during a recession. But industry recruiters stress that workers in demand in this field are practitioners: nurses, radiology technologists and other medical specialists. Don’t expect to break into the industry’s few administrative jobs with business credentials alone.


Show decisiveness
   In industries where jobs are particularly scarce, honing certain broad business skills can help professionals survive layoffs or find new positions.


    Managers in all industries need to show decisiveness—decisions made “like a pilot, rather than by committee,” says John Casey, president and owner of Shamrock Consultants Inc., a Chicago recruiting firm that specializes in manufacturing. A decisive manager, for example, devises a plan that will improve or get rid of an underperforming employee instead of simply “giving him more time.”


    No one disputes that it’s much harder to land good jobs today than it was a year ago. But despite the gloom, hiring professionals in every industry consistently echoed comments from Fifth Third Bank’s Rayborn about banking: “Are there as many job opportunities now? No. But there are opportunities, across the board.”

Posted on January 9, 2009June 27, 2018

TOOL The Financial Crisis and Private Defined Benefit Plans

The economic downturn has kept HR managers busy with questions from employees concerned about their retirement. Managers have had to field questions about what the crisis means for employees seeking to retire soon and even those who have many years before they hang it up. A paper by the Center for Retirement Research at Boston College, “The Financial Crisis and Private Defined Benefit Plans,” can be helpful for HR professionals whose companies offer defined-benefits plans. The paper has a big-picture view of the impact the crisis can have on pensions, and that information may be useful in helping employees sort through their concerns. The document “explores what a loss of roughly $1 trillion of private sector defined benefit equities means for the individual participants and for the firms that sponsor those plans.” The center says that in just one year, from October 9, 2007, to October 9, 2008, the value of equities in retirement plans dropped by $4 trillion.

Posted on January 9, 2009June 27, 2018

Vendor Administration Approaches Have Advantages, Disadvantages

There are two approaches employers can take when they integrate disability and health management: use one vendor to administer all of their programs or use multiple vendors for specific services.

    Several health insurers recently launched integrated offerings, often partnering with other vendors, to give employers a single-source solution.


    Such an approach can be more cost-effective and seamless, experts say, but a single vendor may not excel in each of the various programs.


    As such, some employers favor a “best in class” vendor approach, experts say. While such an approach is appealing, it can be more cumbersome as employers are responsible for making sure each vendor is willing to work with other vendors and share data to have a truly integrated program, experts say.


    Vendor selection generally depends on the size of the employer, says George Faulkner, a principal specializing in absence management for Mercer in Princeton, New Jersey. “Smaller employers are more interested in the administrative ease and are more likely to go with a single vendor, whereas larger employers tend to want best in class and may have more clout with vendors to tell them to cooperate and work with each other,” he says.


    “We still see a lot of interest in best-in-class purchasing strategy,” says Dr. Miles Snowden, executive vice president, clinical strategy, at UnitedHealth Group Inc. in Atlanta. Part of the reason few employees are using a single-source provider is that the decision has to come from two different sources: human resources, which oversees health care, and disability, which tends to be overseen by finance, he says. A vendor has to sell to two different parties at the same time in order to get uptake on this product, he says.


    While Aetna Inc. will work with other providers on request, “the beauty of having several programs with Aetna is that we have a shared platform—a common clinical system that the clinicians in disability and clinicians in medial use,” says Adele Spallone, head of clinical services for disability and absence management at Aetna in Plantation, Florida.


    That shared platform allows clinicians to see medical information, lab results and pharmaceutical records in real time and provide integrated reports for employers,” which we would not be able to do if it was through an external vendor,” Spallone says. Those outside vendors must be willing to release information and share data, which she says is a lot more challenging.


    Experts pointed out that while a single-source vendor can provide integrated data, employers utilizing multiple vendors often engage outside data warehouse firms such as Ingenix Inc., a data warehouse owned by UnitedHealth, and Medstat, a unit of Thomson Reuters.

Posted on January 9, 2009June 27, 2018

Sun-Times Media Group Asks Unions for 7 Percent Pay Cuts

Sun-Times Media Group Inc., facing mounting losses at its newspapers as ad revenue plummets, asked union-represented employees Wednesday, January 7, to take a 7 percent cut in compensation to help keep the company afloat.


The company, which operates the Chicago Sun-Times and dozens of suburban papers, told union representatives that it needs the concessions to meet its goal of trimming $50 million from expenses this year, according to a memo sent to Newspaper Guild members. About 41 percent of the company’s 2,300 employees are covered by unions.


“It is important to note that none of the unions committed to anything at this meeting,” union representatives wrote to their members in a memo posted on Jim Romenesko’s Poynter Institute blog. “The union reps in attendance rightfully wanted to meet with their members to get their feedback about management’s request.”


The company pared $50 million in expenses last year primarily through job cuts and outsourcing. The latest bid is the first indication of how the company plans to complete its second round of expense reductions.


Compensation cuts could include anything from wage reductions to unpaid leave. A Sun-Times spokeswoman didn’t immediately respond to a request for comment.


Sun-Times spent $72 million—its biggest cash expense—on wages and compensation in the first nine months of last year.


Separately, the company’s board of directors sent a letter Wednesday urging investors to reject a bid by a leading shareholder to replace all but one of the board’s members.


“Your board of directors has set for management an ambitious and concrete plan to reduce costs by more than $50 million with the overarching objective of achieving cash flow neutrality in the next 12 to 24 months,” the letter said. By contrast, it said, the shareholder, Davidson Kempner, “continues to offer no concrete proposals for addressing the challenges facing the company.”


A Davidson Kempner spokesman has said that it wants to leave such plans up to its proposed new slate of directors.


Filed by Ann Saphir of Crain’s Chicago Business, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.

Workforce Management’s online news feed is now available via Twitter.

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