HR Pulse - Winter 2008 - (Page 70)

Fact or Fiction Implementing a Concierge Program Can Make HR Look Like a Hero! By Cathy Leibow 70 HR Pulse Winter 2008 Sample Concierge Services Employee Services • Travel arrangements • Tickets to movies, plays, concerts, sporting events • Finding mechanics, landscapers, roofers, housecleaners • Planning events and parties • Restaurant suggestions and reservations • Discounts to theme parks, movies, plays, ﬁtness centers, retailers • Giving stock quotes, weather, driving directions, movie times, sports scores • Finding child care, elder care, and pet care resources • Onsite dry cleaning, car washing, massages, ﬁtness classes, errand running Patient Services • Travel arrangements • Restaurant suggestions and reservations • Giving driving directions • Printing out boarding passes • Running errands H uman resources professionals play a key role in selecting and implementing appropriate benefit programs and policies. The health care industry is challenged by unique recruitment and retention issues, as well as keeping employees engaged and productive while maintaining a positive bottom line. An innovative beneﬁt program is gaining in popularity, especially in health care. On Working Mother magazine’s 100 Best Companies list this year, 19 of the 100 spots were hospital and health care organizations. Jennifer Owens, director of special projects at Working Mother, reports that she is seeing more conciergetype services being offered by the 100 Best Companies. Many health care professionals must become more strategic within their organizations and more business savvy. To show value, you need to recommend programs that will have the broadest appeal and be cost effective. How can you do this with a concierge program that may be viewed as a “want to have” vs. a “need to have”? Some strategies that have worked in the past for human resources professionals include: • Educate the decision makers to understand the scope and value of the program • Present a compelling ROI (Return on Investment) to quantify the cost/beneﬁt of the program • Find other champions within your organization who can help spread the word and convey the value. Getting buy-in from your CEO and CFO is key • Piggyback on other company initiatives, such as diversity, women’s issues, or work/ life balance goals • Suggest other funding strategies like discretionary dollars from other departments, DCAP (Section 125) forfeitures, or implementing the program to offset other beneﬁt takeaways. One company implemented their concierge program as a direct result of taking away a popular 401(k) matching program. The cost of the concierge program was substantially less than the matching program and employees were very receptive to the “give back” • To reduce costs and assess value, a pilot program can be conducted. Usage of concierge programs is typically 20–30 percent per year. Pricing is based on estimated use as well as the total number of employees who will be accessing the services. Adding a full-time or part-time onsite concierge staff person, although more expensive, can greatly add to the value of the program and increases use even more. Generally, costs range from $1 to $5 per employee per month. A ROI analysis is essential in convincing management that these programs save money and are a “must have.” Although some of the beneﬁts of these programs are intangible, there is solid research that supports the savings due to increased productivity, recruitment, and retention. In addition, anecdotal testimonials show the true value of what is being offered. St. Helena Hospital has 1,000 employees and is located in St. Helena, Calif. It understands that a world class workplace experience for employees is essential in offering an exceptional healing experience for patients and the community. To enhance their “Employee Experience Program,” they added a concierge program in 2006. This program has been notably well received and is now an integral part of their culture. This year, a part-time onsite concierge staff person was added, along with a patient program, to further expand the reach and effectiveness of the service. Is it fact or ﬁction that implementing a concierge program can make human resources look like a hero? Employee testimonials and organizations’ ROI analysis conﬁrm these facts. Only you can decide; however, many human resources professionals would say “FACT” as well! ■ Cathy Leibow is vice president of Leverage Life. To learn more about Leverage Life, go to www.leverage-life.com. Contact Cathy Leibow at (800) 777-3319 or cleibow@leveragelife.com to get more information and a free ROI analysis. http://www.leverage-life.com

Table of Contents Feed for the Digital Edition of HR Pulse - Winter 2008

HR Pulse - Winter 2008 Contents Pulse Points Executive Director’s Letter President’s Message HR Leader Profile: Karmen Reid Advocacy is for Everyone A Case Study in Raising Voices Diversity Management Measuring What Matters Bullying as Gender Harassment Combat Workforce Changes Hardwiring Accountability Immigration Frustration HR and Education Making Exit Interviews Count Management Styles that Enhance Intrinsic Motivation Backup Care Fact or Fiction 10 Ways to Lose Your Best People Advertisers’ Index

HR Pulse - Winter 2008

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