A Research Report
by the Society for
Human Resource
Management
2010 Employee Benefits
Examining Employee Benefits in the Midst of a Recovering Economy
Sponsored by
About This Research Report
The following report provides an analysis of the 2010 SHRM Employee Benefits Survey results.
In February 2010, the Society for Human Resource Management (SHRM) conducted its annual
survey to gather information on the types of benefits employers offer to their employees. The
survey instrument listed 279 benefits and asked human resource (HR) professionals to indicate
whether they offered these benefits. If they offered a benefit, then they were asked whether their
organization planned to reduce or eliminate the benefit in 2010. If the HR professional reported
that his or her organization did not offer the benefit, the respondent was asked if there were plans
to offer the benefit in the next year.
About SHRM
The Society for Human Resource Management (SHRM) is the world’s largest association
devoted to human resource management. Representing more than 250,000 members in over 140
countries, the Society serves the needs of HR professionals and advances the interests of the
HR profession. Founded in 1948, SHRM has more than 575 affiliated chapters within the United
States and subsidiary offices in China and India. Visit SHRM Online at www.shrm.org.
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2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 1
Contents
2
Executive Summary: Employee Benefits in a Post-Recession Economy
4
A Message From Colonial Life
5
Survey Results
Employee Benefits: A Key Organizational Investment
Health Care and Welfare
Preventive Health and Wellness
Retirement Savings and Planning Benefits
Financial and Compensation Benefits
Paid Leave Benefits
Family-Friendly Benefits
Flexible Working Benefits
Personal Services Benefits
Housing and Relocation Benefits
Business Travel Benefits
Other Benefits
5
7
15
18
21
26
30
33
38
41
43
45
47 Conclusions
48 Methodology
48 Notations
50 About the Respondents
51 Appendix
51 Benefits by Organization Staff Size and Organization Sector
73 Prevalence of Benefits
76 Benefits Index
82 Endnotes
83 Recently Published SHRM Survey Products
Special Sections
10 Costs of Health Care Coverage to Companies
35 Providing Employees With More Freedom
36 Telework Programs: Executive Summary of SHRM Foundation-Funded Research
2 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Executive Summary: Employee Benefits
in a Post-Recession Economy
According to this research, the majority of HR
professionals indicated that their organizations have
been negatively affected by the U.S. and global
economic recession. In this ever-changing economic
climate, organizations are looking for ways to
manage costs while at the same time dealing with
the escalating expenses of employee benefits. So it is
not surprising that 72% of HR professionals reported
that the benefits offerings at their organization have
been affected in some way.
Additional noteworthy findings included the
following:
xx Employee benefits remained relatively stable from
2009 to 2010. Last year’s study revealed a small
decrease in the percentage of organizations offering
benefits from 2008 to 2009.
xx The areas that experienced the biggest downward
trend since 2009 were housing and relocation benefits and business travel benefits.
xx Even though employee benefits have remained
relatively stable since 2009, benefits offerings experienced a downward trend when compared with
results from five years ago.
xx With a few exceptions, the survey findings suggest
that organizations with larger staff sizes were more
likely than smaller ones to offer any given benefit.
xx More than three-quarters (79%) of organizations
reported they reviewed their benefits programs
annually, and 10% reported reviewing them even
more frequently.
xx Organizations spent on average 19% of an em-
ployee’s annual salary on mandatory benefits, 18%
on voluntary benefits and 11% on pay for time not
worked benefits.
What Do These Findings Mean
for Your Organization?
A 2010 SHRM research report on job satisfaction
found that employees ranked benefits among their
top contributors to job satisfaction. Employee
benefits offerings have become an increasingly
important element of an employee’s total
compensation package. As a result, it is important
for an employee benefits package to be attractive
to both current and prospective employees while
simultaneously being cost-effective.
Additional ways organizations can further leverage
their benefits programs:
xx Monitor legislation and its potential impact: HR
professionals should constantly monitor changes
in legislation to make sure their benefits programs
are compliant with local, state and federal laws.
The 2010 health care reform law in particular will
affect how all organizations administer health care
benefits. This new law is extremely complex, with
some parts executed immediately and other parts
implemented over the next several years. HR professionals will be relied upon to lead their organizations through this complex legislation.1
xx Communication is vital: Employee benefits play
an important role in employee satisfaction and
engagement. However, a disconnect exists between
the dollar amount organizations spend on benefits
and the employees’ perception of the value of their
benefits package. It is important that HR professionals help employees fully understand all of their
options and the true value of their benefits. Total
compensation statements, benefits workshops,
employee meetings and social networking tools are
examples of communication methods that organizations can use to help ensure their benefits program is valued, understood and used by employees.
72% of HR
professionals
reported that
the benefits
offerings
at their
organization
have been
affected in
some way.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 3
xx Review and ask for employee feedback: An orga-
nization’s benefits program should be reviewed and
assessed not only to monitor associated costs and
value but also to evaluate the competitiveness of
the program. A well-designed employee program is
based on employee needs and supports an organization’s ability to attract and retain employees. The
majority of HR professionals in this study reported
that their organizations reviewed their benefits
programs at least once a year. Benchmarking tools,
benefits needs assessments and employee surveys
are great tools HR professionals can use to help
their organizations customize benefits programs to
meet their needs and to remain competitive.
4 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
A Message From Colonial Life
Colonial Life is a market leader in providing
insurance benefits for employees and their families
through their workplace, along with individual
benefits education, advanced yet simple-to-use
enrollment technology and quality personal service.
Colonial Life offers disability, life and supplemental
accident and health insurance policies in 49 states
and the District of Columbia. (Similar policies,
if approved, are underwritten in New York by
a Colonial Life affiliate, The Paul Revere Life
Insurance Company.) Based in Columbia, S.C.,
Colonial Life helps employers design benefits
programs that fit the needs of their business as well
as their employees, so they can build a more loyal
and satisfied workforce—and ultimately a stronger
business.
Colonial Life was founded in 1939, providing
insurance protection to everyday working Americans
and their families. The company pioneered the
concept of worksite marketing in 1955 and helped
lead the industry into payroll-deducted premiums.
Today, Colonial Life serves more than 60,000
businesses and organizations and has more than
2.9 million policies in force. A home office of 1,100
employees supports a nationwide independent
sales organization of 6,400 career agents and
approximately 5,500 active contracted brokers.
Our Vision
Colonial Life will be the company of choice for
voluntary benefits programs offered through the
workplace.
Our Mission
Colonial Life is committed to helping working
Americans understand and appreciate the benefits
available to them through the workplace and select
the benefits they need to protect their families and
lifestyles. We strive to fulfill this mission by providing:
xx Personalized benefits counseling.
xx Advanced yet simple-to-use enrollment technology.
xx A broad portfolio of personal insurance coverage. xx Individual attention and commitment to service.
We will create valuable and lasting partnerships
with employers, their employees, our producers, our
business partners and the communities where we
work and live.
To learn more, visit coloniallife.com or call (803)
798-7000.
Colonial Life is the marketing brand of Colonial
Life & Accident Insurance Company. Colonial
Life and the logo, separately and in combination,
and “Making benefits count.” are service marks of
Colonial Life & Accident Insurance Company.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 5
Survey Results
Employee Benefits: A Key
Organizational Investment
U.S. and Global Economic Recession
HR professionals were asked to what extent their
organizations and specifically their benefits offerings
had been negatively affected by the recession. The
majority of respondents reported their organizations
were feeling the impact of the economic downturn
(29% reported being affected to a large extent and
66% to some extent). There were no significant
differences by organization size and profit status.
These data are shown in Figure 1.
As shown in Figure 2, 72% of HR professionals
reported that the benefits offerings at their
organization have been negatively affected either
to a large extent (9%) or to some extent (63%)
by the economic downturn. When these results
were examined by organization sector, those
from privately owned for-profit and nonprofit
organizations were more likely to report that their
benefits offerings had been affected by the recession.
Percentage of Payroll Reflecting Total
Cost of Benefits
Organizations spent an average of 19% of an
employee’s annual salary on mandatory benefits (such
as unemployment, worker’s compensation, Social
Figure 1
To What Extent Have Organizations Been
Negatively Affected by the Economic
Recession?
Security), 18% on voluntary benefits (such as medical
plans, dental plans, prescription coverage, flexible
spending accounts, vision plans, survivor benefits)
and 11% on pay for time not worked benefits (regular
rate of pay for a nonworking period of time, such as
vacations, holidays and personal, bereavement and
sick leave). As shown in Table 1, large organizations
indicated they spent more on voluntary benefits
when compared with small organizations.
Figures 3, 4 and 5 show that most organizations
reported that these percentages stayed about the
same as in previous fiscal year (75% for mandatory
benefits, 67% for voluntary benefits and 84% for
pay for time not worked benefits). More companies
indicated that the percentage of payroll reflecting
the cost of voluntary benefits (24%) had increased
compared with those that reported increases in
mandatory benefits (20%) and pay for time not
worked benefits (12%). There were no significant
differences by organization size and industry.
Reviewing the Benefits Plan
As illustrated in Figure 6, 79% of organizations
reviewed their benefits programs annually, and 10%
reported reviewing them even more frequently. Only
1% of organizations never reviewed their benefits
programs. There were no significant differences by
organization size and profit status.
Figure 2
To What Extent Have Benefits Offerings
Been Negatively Affected by the Economic
Recession?
66%
63%
29%
28%
5%
To a large extent
To some extent
(n = 522)
Note: Excludes respondents who answered “not sure.”
Source: 2010 Employee Benefits (SHRM, 2010)
To no extent
9%
To a large extent
To some extent
(n = 519)
Note: Excludes respondents who answered “not sure.”
Source: 2010 Employee Benefits (SHRM, 2010)
To no extent
79% of
organizations
reviewed
their benefits
programs
annually, and
10% reported
reviewing them
even more
frequently.
6 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table 1
Average Percentage of Payroll Reflecting Total Cost of Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Mandatory benefits
19%
18%
19%
19%
Voluntary benefits
18%
15%
19%
21%
Pay for time not
worked benefits
11%
11%
11%
10%
Differences
Based
on Staff Size*
Large > small
(n = 383)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Figure 3
Change in Percentage
of Payroll Reflecting
Cost of Mandatory
Benefits (Compared
With the Previous
Fiscal Year)
Figure 4
Change in Percentage
of Payroll Reflecting
Cost of Voluntary
Benefits (Compared
With the Previous
Fiscal Year)
Change in Percentage
of Payroll Reflecting
Cost of Pay for Time
Not Worked Benefits
(Compared With the
Previous Fiscal Year)
5%
9%
5%
20%
12%
24%
67%
75%
(n = 408)
Source: 2010 Employee Benefits (SHRM, 2010)
84%
Higher
Lower
About the same
Higher
Lower
About the same
Figure 6
Figure 5
Higher
Lower
About the same
(n = 412)
Source: 2010 Employee Benefits (SHRM, 2010)
(n = 407)
Source: 2010 Employee Benefits (SHRM, 2010)
Frequency of Reviewing Benefits Program
79%
10%
More than once a year
(n = 534)
Source: 2010 Employee Benefits (SHRM, 2010)
7%
Once a year/annually
Once every two years
1%
2%
Never
Other
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 7
Health Care and Welfare Benefits
Table A-1 lists health care and welfare benefits and
(1) the percentage of human resource professionals
who indicated that their organization offered each
benefit; (2) the percentage of organizations that
offered the benefit but had plans to reduce or
eliminate the benefit within the next 12 months;
and (3) the percentage of organizations that did not
offer the benefit but had plans to do so within the
next 12 months. To get a complete picture of health
care benefits and coverage, respondents indicated
whether any aspect of any company-held plan
included these particular benefits.
Table A-1
Ninety-six percent of organizations offered
prescription drug program coverage, and 91%
offered a mail-order prescription program.
Through a mail-order prescription program,
employees can save money on medication by filling
prescriptions through licensed pharmacies and
having them conveniently delivered through the
mail at a discounted rate. Other benefits related
to prescription drug coverage included wholesale
generic drug programs for injectable drugs (18%)
and pharmacy management programs (15%).
Health Care and Welfare Benefits
Offer the
benefit
Offer the benefit but have plans to reduce or Do not offer the benefit but have plans to
eliminate the benefit within the next 12 months
do so within the next 12 months
Prescription drug program coverage
96%
9%
0%
Dental insurance
94%
7%
0%
Mail-order prescription program
91%
7%
0%
Chiropractic coverage
85%
7%
*
Preferred provider organization (PPO)
85%
3%
*
Accidental death and dismemberment insurance (AD&D)A
82%
6%
0%
Mental health coverage
82%
6%
*
Vision insurance
77%
7%
1%
Long-term disability insuranceB
76%
6%
*
Employee assistance program (EAP)
75%
7%
1%
Medical flexible spending accountC
72%
6%
1%
Short-term disability insuranceD
71%
8%
1%
Contraceptive coverage
68%
6%
*
Rehabilitation assistance
45%
6%
1%
Supplemental accident insurance
44%
7%
1%
Health care premium flexible spending accountE
43%
7%
1%
Health care coverage for dependent grandchildren
39%
4%
*
Domestic partner health care coverage (same-sex)
38%
7%
1%
Domestic partner health care coverage (opposite-sex)
37%
5%
1%
Health care coverage for foster children
37%
6%
*
Health care coverage for part-time workers
37%
8%
1%
HMO (health maintenance organization)
33%
12%
*
Acupressure/acupuncture medical coverage
31%
5%
1%
Bariatric coverage for weight loss
31%
6%
1%
Cancer insurance
31%
6%
1%
Long-term care insurance
31%
5%
1%
Infertility treatment coverage (other than in-vitro fertilization)
30%
7%
*
Surcharges for spousal health care coverageF
26%
8%
1%
continued on page 8
8 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Health Insurance Programs
Nearly all companies (98%) offered at least one
of these health care insurance benefits: preferred
provider organization (PPO) plans, health
maintenance organization (HMO) plans, health care
reimbursement accounts (HRAs), point of service
(POS) plans, consumer-directed health care plans
(CDHP), indemnity plans or exclusive provider
organization (EPO) plans. Additionally, 37% of
organizations offered health care coverage to parttime employees. Organizations that provide health
insurance may offer one or more types of plan. The
Table A-1
most frequently offered type of health insurance
was a PPO plan, offered by 85% of respondents’
companies. These plans offer a network of health
care providers that patients must use or otherwise
pay more for services from providers outside of
the network. One-third (33%) of organizations
offered HMO plans, which require participants to
choose a primary care physician from their network
to coordinate all of the patient’s care. A POS
plan, offered by 21% of organizations, is a unique
managed care health insurance system that combines
attributes from both HMOs and PPOs.
Health Care and Welfare Benefits (continued from page 7)
Offer the
benefit
Offer the benefit but have plans to reduce or Do not offer the benefit but have plans to
eliminate the benefit within the next 12 months
do so within the next 12 months
In-vitro fertilization coverage
25%
6%
*
Retiree health care coverage
25%
12%
1%
Critical illness insuranceG
21%
4%
1%
Point of service (POS) plan
21%
8%
1%
Intensive care insuranceH
19%
7%
*
Hospital indemnity insurance
19%
5%
*
Laser-based vision correction coverage
19%
6%
*
Wholesale generic drug program for injectable drugs
18%
11%
1%
Grief recovery program
17%
8%
*
Support groups
17%
3%
*
Consumer-directed health care plan (CDHP)
16%
4%
3%
Pharmacy management programI
15%
3%
1%
Alternative/complementary medical coverage
14%
1%
1%
Health savings account (HSA)K
11%
0%
0%
Exclusive provider organization (EPO)
9%
0%
1%
Indemnity plan (fee-for-service)
8%
9%
*
Elective procedures coverageJ
7%
0%
*
Employer-matched contributions to health savings accountK
7%
0%
0%
Health reimbursement account (HRA)K
6%
0%
0%
Experimental/elective drug coverage
3%
0%
*
Subsidized cost of elder care
3%
0%
*
Gender reassignment surgery coverage
2%
0%
*
(n = 534)
* Less than 1%.
A Does not pertain to employee-paid supplemental insurance.
B Does not pertain to employee-paid supplemental insurance.
C IRC Section 125, for all expenses.
D Does not pertain to employee-paid supplemental insurance.
E IRC Section 125 Cafeteria Plan allowing for premium conversion.
F Health care coverage for a spouse is offered as a benefit to employees, but there is a surcharge added to the employee premium cost.
H Provides funds to help cover the extra expenses for accidents or illnesses that result in an admission to a hospital intensive care unit.
G Provides funds to help cover extra expenses upon diagnosis of a critical illness or condition.
I Independent of medical plan management.
J Any non-emergency surgical procedure other than laser-based vision correction coverage.
K These benefits were examined based on companies that indicated they offered consumer-directed health care plans (CDHP).
Source: 2010 Employee Benefits (SHRM, 2010)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 9
CDHPs involve a high-deductible insurance plan
combined with a health care spending account from
which unreimbursed health care costs are paid.
This plan can be attractive in that the premiums
are typically lower for both the employer and the
employee. Sixteen percent of companies reported
offering this type of plan.
Nine percent of organizations offered an EPO plan.
This plan is thought of as being more restrictive
because employees must use providers from a specific
network of hospitals and physicians.
Indemnity, or fee-for-service, plans are thought of
as more traditional health care plans, which charge
employees for each individual service and allow them
complete choice in which providers they see. Only
8% of organizations reported offering this type of
plan.
Six percent of organizations offered health
reimbursement accounts—health care spending
accounts set up by the employer for the employee.
The employer makes contributions for the employee
to use for health care services. It is similar to a
flexible spending account, except that the funds roll
over from year to year, allowing the employee to
accumulate funds over time.
The vast majority of companies (94%) offered
dental insurance to employees, and more than
three-quarters (77%) offered vision insurance.
These programs may be either part of or in addition
to other health insurance plans. Other forms of
insurance offered by respondents’ organizations
included accidental death and dismemberment
insurance (82%), chiropractic coverage (85%),
mental health coverage (82%), supplemental accident
insurance (44%), cancer insurance (31%), long-term
care insurance (31%), critical illness insurance (21%),
hospital indemnity insurance (19%) and intensive
care insurance (19%).
Health Care for Dependents
Some health care and welfare benefits are intended
to help employees manage the costs associated with
caring for a dependent. As family structures in our
society continue to change, companies are expanding
the relationships that are qualified for certain
benefits. Dependents who were offered health care
coverage included dependent grandchildren (39%),
domestic partners (38% of organizations offered
opposite-sex domestic partner health care coverage
and 37% offered same-sex domestic partner coverage)
and foster children (37%).
Women’s Health
Some organizations offer health care and wellness
benefits that focus on childbearing and fertility. The
most commonly offered benefit was contraceptive
coverage (68%). In addition, 30% of organizations
covered infertility treatment (other than in-vitro
fertilization), and 25% specifically offered in-vitro
fertilization coverage.
Health Savings Accounts
Health savings accounts (HSAs) were created
by the Medicare bill in 2003 and are designed
to help individuals save on a tax-free basis for
future qualified medical and retiree health care
costs. Eleven percent of companies provided these
accounts. Contributions to HSA accounts can be
made by the employer, the employee or both. Seven
percent of organizations matched contributions made
to these accounts.
Flexible Spending Accounts
Medical flexible spending accounts allow employees
to deduct pretax dollars from their paychecks to
pay for health care services, such as co-payments,
insurance deductibles and vision and dental
expenses. These accounts offer companies a way
to help employees manage their health care costs.
The maximum amount each eligible employee
may contribute to these accounts is determined
by the employer. Almost three-quarters (72%) of
organizations offered medical flexible spending
accounts (Internal Revenue Code (IRC) Section
125, for all expenses), and 43% reported offering
health care premium flexible spending accounts
(IRC Section 125 Cafeteria Plan allowing for
premium conversion).
Medical flexible
spending
accounts allow
employees
to deduct
pretax
dollars
from their
paychecks to
pay for health
care services,
such as copayments,
insurance
deductibles
and vision
and dental
expenses.
10 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Costs of Health Care Coverage to Companies
The cost of health care coverage is a major
financial issue for employers, and there are
differences in the costs organizations pay
annually per employee depending on the
organization staff size and factors such as
revenue per FTE. Overall, the average cost
for health care per employee is $7,038,
according to the 2009 SHRM Health Care
Benchmarking Database. Larger organizations
spend $8,026 per employee compared with
$6,706 and $6,775 for small- and medium-sized
organizations.
Average Health Care Cost per Employee
(by Organization Staff Size)
Overall
$7,038
Small (1–99 employees)
$6,706
Medium (100–499 employees)
$6,775
Large (500 or more employees)
$8,026
Source: SHRM Health Care Benchmarking Database (2009)
Revenue per FTE also has an impact on the
average health care costs. Revenue per FTE
is a metric that is often used to measure
productivity. Companies with higher revenue per
FTE, above $155,556, spend $8,068 on health
care costs per employee. This is significantly
higher than companies with revenue per FTE
below $155,556, which spend $5,629.
More detailed information on this topic can
be found through SHRM’s Customized
Benchmarking Service at www.shrm.org
/benchmarks.
Average Health Care Cost per Employee
(by Revenue per FTE)
Cost per employee
Revenue per FTE
Above $155,556
Revenue per FTE
Below $155,556
Mean
Mean
$5,629
$8,068
Source: SHRM Health Care Benchmarking Database (2009)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 11
Disability
Long-term disability (offered by 76% of
organizations) and short-term disability (offered by
71% of organizations) provide income replacement
for employees whose illness or injury causes a longer
absence from work. Short-term disability usually
starts after a one- to two-week absence, and longterm disability usually goes into effect six weeks to
three months after the illness or injury. While paid
sick leave usually covers an employee’s entire salary,
short-term and long-term disability may cover only a
portion of the individual’s salary.
Mental and Emotional Health
Some companies offer health and welfare benefits
that are directed toward employees’ mental and
emotional well-being. An employee assistance
program (EAP) is a confidential counseling program
designed to assist employees with any problems that
may distract them from their work. Three-quarters
(75%) of organizations offered an EAP. In addition,
17% reported that their organizations offered grief
recovery programs and support groups.
Other Health Care and
Welfare Benefits
Some employers include nontraditional healing
methods among their organizations’ health
and welfare benefits. Almost one-third (31%) of
organizations offered acupressure/acupuncture
medical coverage, 14% offered other alternative/
complementary medical coverage, and 3% of
organizations covered experimental or elective drug
treatments.
About a quarter (26%) of companies offered
surcharges for spousal health care coverage, 25%
offered health care coverage to retirees, and
3% offered subsidized cost of elder care. Other
health care and welfare benefits offered included
rehabilitation assistance (45%), bariatric coverage for
procedures such as stomach stapling or gastric bypass
surgery (31%), laser-based vision correction coverage
(19%), elective procedures coverage (any nonemergency surgical procedure other than laser-based
vision correction) (7%) and gender reassignment
surgery coverage (2%).
Health Care and Welfare Benefits
Over the Past Five Years
Table A-2 shows the percentage of companies
offering specific health care and welfare benefits
from 2006 through 2010. Compared with 2009, the
only benefit offered by fewer organizations was longterm care insurance. Rehabilitation assistance was the
only health care and welfare benefit offered by more
organizations in 2010 than in 2009.
Over the past five years, there were several increases
and decreases in the number of HR professionals
who reported that their organizations offered health
care and welfare benefits. The following benefits
were offered by fewer organizations in 2010 than in
2006: contraceptive coverage, health care coverage
for foster children, hospital indemnity insurance,
long-term care insurance and surcharges for spousal
health care coverage. The benefits offered by more
organizations were HMO, mental health coverage
and rehabilitation assistance.
Health Care and Welfare Benefits
by Organization Staff Size
and Organization Sector
Overall, larger companies were significantly more
likely to offer most health care and welfare benefits.
There were considerable differences by sector in
what health care and welfare benefits were offered,
though few clear patterns emerged. Publicly owned
for-profit and governmental organizations were more
likely to offer a number of these benefits. All results
by organization staff size and organization sector are
displayed in the appendix.
Compared with
2009, the only
benefit offered
by fewer
organizations
was longterm care
insurance.
12 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table A-2
Health Care and Welfare Benefits (by Year)
2006
2007
2008
2009
2010
Prescription drug program coverage
96%
95%
96%
96%
96%
Dental insurance
93%
94%
94%
96%
94%
Mail-order prescription program
88%
87%
87%
91%
91%
Chiropractic insurance
81%
80%
81%
80%
85%
Preferred provider organization (PPO)
87%
87%
85%
81%
85%
—
—
81%
78%
82%
Mental health coverage
73%
73%
75%
80%
82%
Vision insurance
73%
79%
78%
76%
77%
Accidental death and dismemberment insurance (AD&D)
Long-term disability insurance
—
—
78%
77%
76%
Employee assistance program (EAP)
71%
73%
75%
75%
75%
Medical flexible spending account
70%
70%
70%
71%
72%
Short-term disability insurance
Differences between
2006 and 2010*

—
—
69%
70%
71%
Contraceptive coverage
75%
74%
73%
66%
68%

Rehabilitation assistance
35%
30%
33%
37%
45%

Supplemental accident insurance
50%
49%
47%
40%
44%
Health care premium flexible spending account
50%
47%
46%
43%
43%
Health care coverage for dependent grandchildren
35%
38%
36%
37%
39%
Domestic partner health care coverage (same-sex)
—
—
36%
36%
38%
37%
Domestic partner health care coverage (opposite-sex)
—
—
36%
37%
Health care coverage for foster children
28%
29%
30%
31%
37%
Health care coverage for part-time workers
39%
41%
39%
35%
37%
HMO (health maintenance organization)
51%
48%
42%
35%
33%
Acupressure/acupuncture medical coverage
30%
29%
31%
28%
31%
Bariatric coverage for weight loss
8%
16%
21%
29%
31%
Cancer insurance
36%
35%
28%
33%
31%
Long-term care insurance
43%
46%
45%
39%
31%
Infertility treatment coverage (other than in-vitro fertilization)
30%
30%
28%
30%
30%
Surcharges for spousal health care coverage
36%
33%
37%
32%
26%
continued on page 13
Differences between
2009 and 2010*






2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 13
Table A-2
Health Care and Welfare Benefits (by Year) (continued from page 12)
2006
2007
2008
2009
2010
25%
In-vitro fertilization coverage
28%
27%
26%
23%
Retiree health care coverage
29%
35%
32%
26%
25%
Critical illness insuranceA
—
—
—
—
21%
Point of service (POS) plan
—
—
26%
26%
21%
Intensive care insurance
B
Hospital indemnity insurance
Laser-based vision correction coverage
—
—
—
—
19%
29%
27%
25%
23%
19%
—
—
—
19%
19%
Wholesale generic drug program for injectable drugs
23%
30%
24%
17%
18%
Grief recovery program
18%
15%
16%
15%
17%
Support groups
12%
11%
12%
12%
17%
Consumer-directed health care plan (CDHP)
17%
19%
12%
12%
16%
15%
Pharmacy management program
15%
19%
17%
18%
Alternative/complementary medical coverage
20%
19%
18%
16%
14%
Health savings account (HSA)C
9%
12%
8%
9%
11%
Exclusive provider organization (EPO)
9%
11%
9%
8%
9%
Indemnity plan
15%
18%
12%
7%
8%
—
—
—
5%
7%
Employer-matched contributions to health savings accountC
4%
6%
5%
6%
7%
Health reimbursement account (HRA)C
8%
9%
5%
6%
6%
Experimental/elective drug coverage
4%
6%
5%
3%
3%
Subsidized cost of elder care
—
—
4%
3%
3%
Gender reassignment surgery coverage
—
—
—
1%
2%
Critical illness insuranceA
39%
38%
37%
34%
—
Intensive care insurance
39%
40%
38%
35%
—
Elective procedures coverage
B
Differences between
2006 and 2010*
Differences between
2009 and 2010*

* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
A Starting in 2010, “critical illness insurance” was changed to “critical illness (provides funds to help cover extra expenses upon diagnosis of a critical illness or condition).” This change accounts for much
of the drop starting in 2010.
B Starting in 2010, “intensive care insurance” was changed to “intensive care insurance (provides funds to help cover the extra expenses for accidents or illnesses that result in an admission to a hospital
intensive care unit).” This change accounts for much of the drop starting in 2010.
C These benefits were examined based on companies that indicated they offered consumer-directed health care plans (CDHP).
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
14 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Expert Q & A
Mike Aitken
Director, Government Affairs, SHRM
Q: What do you think will be the most immediate impact
of the health care legislation for HR professionals?
A: Right away, employers and HR professionals will need
to take a close look at their health care design, speak to
their counsel and consider how these changes will influence their business down the line. In particular, employers
that have early open enrollment periods will need to consider very soon what these changes mean for their health care
benefits plans. For example, there is a new statute that says
that dependents up to the age of 26 will be able to obtain
coverage under their parents’ insurance, and with so many
people under 30 lacking health insurance, this component
alone could have big implications.
There is going to be an increased role for HR throughout
this process, in both educating other members of their organizational leadership team and answering the questions
of employees. This means there will be a strong communications responsibility for HR in educating employees and
managing expectations.
Q: What effect do you think the law will have on the
way U.S. HR professionals do their jobs and on the
profession itself?
A:
Because it is going to be phased in over the number of
years, this law will be a focus for HR from a tactical standpoint for years to come. From a strategic standpoint, HR
professionals will need to consider various future scenarios
they can envision in their organization as a result of taking
any different approaches to managing health care benefits.
Q: What impact might the new law have on companies’
ability to help limit health care expenditures?
A:
One of the concerns we had during the development
of the legislation was that it did not do enough to control
costs. There were not a lot of provisions for dealing with
medical malpractice reform, for example. Many HR professionals remain concerned that it does not do enough to
bend the “cost curve” for employers and employees. Others
think that the health insurance cooperatives will not be as
effective as a public option in creating competition within
states. There are a number of different views, and HR professionals will need to look at their plans to see how they
stack up.
Q: Will wellness-related incentives for lifestyle choices by
employees have a big impact?
A: The bill appears to do a fairly good job in incentivizing
wellness programs. Some employers that have not up to
this point taken advantage of the cost savings that wellness
programs produce will probably want to take a new look at
what these kinds of programs can offer them.
Q: Consumer-directed health care has been growing
in the United States. How will the new law affect efforts
to put workers in control of their health choices and
expenditures?
A:
One of our issues had been the need for greater transparency and more information on health outcomes. Part of
the recovery act enacted in 2009 provided infrastructure
for health IT network. Though we think the Patient Protection and Affordable Care Act did not go far enough in
encouraging these kinds of cost savings, it did take positive
steps that lay the groundwork for consumers to be more
actively engaged in understanding their costs and choices
in the years ahead.
Q: How will the new law affect the relationship between
employer and employee over time? Between government
and the business world?
A:
The bill maintains the blend of employer- and publicbased system that existed before, and this is what it will
remain after. There are some who think there will be more
government interference in some areas of health insurance,
but for employers that want to continue to provide the kinds
of benefits they have been providing for years, it may not
make such a big difference. Overall, the jury is still out, and
we probably won’t be able to evaluate the full extent of the
bill’s impact on business and society for another decade
or so.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 15
Preventive Health and Wellness Benefits
Table B-1 lists preventive health and wellness
benefits and (1) the percentage of human resource
professionals who indicated that their organization
offered each benefit; (2) the percentage of
organizations that offered the benefit but had plans
Table B-1
to reduce or eliminate the benefit within the next
12 months; and (3) the percentage of those that did
not offer the benefit but had plans to do so within
the next 12 months. To get a complete picture of
benefits and coverage, respondents indicated whether
Preventive Health and Wellness Benefits
Offer the
benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans
to do so within the next 12 months
Wellness resources and information
75%
0%
5%
On-site seasonal flu vaccinations
68%
0%
1%
Wellness programs
59%
0%
5%
24-hour nurse lineA
56%
6%
1%
CPR/first aid training
55%
6%
3%
Health screening programs
43%
1%
6%
Health fairs
42%
8%
7%
Wellness newsletter/column
41%
6%
6%
Smoking cessation program
39%
*
5%
On-site H1N1 flu vaccinations
35%
0%
4%
Fitness center membership subsidy/reimbursement
33%
7%
4%
Health and lifestyle coachingC
33%
6%
8%
Preventive programs specifically targeting employees with
chronic health conditions
33%
2%
6%
Weight-loss program
30%
1%
5%
Rewards or bonuses for achieving or completing certain health
and wellness goals/programs
28%
3%
9%
On-site fitness center
21%
4%
2%
On-site blood pressure machine
20%
0%
1%
Nutritional counseling
18%
9%
3%
On-site fitness classesD
14%
9%
1%
Health care premium discount for getting an annual health risk
assessment
12%
2%
6%
Massage therapy services at work
12%
2%
2%
On-site sick room
12%
0%
1%
Health care premium discount for not using tobacco products
11%
3%
4%
On-site medical clinic
10%
15%
2%
Stress-reduction program
10%
8%
4%
Health care premium discount for participating in a wellness
program
9%
2%
6%
B
Fitness equipment subsidy/reimbursement
5%
13%
2%
On-site nap room
5%
0%
0%
Health care premium discount for participating in a weight-loss
program
4%
0%
4%
(n = 534)
* Less than 1%.
A Available to help employees make more informed health care decisions.
B For example, glucose, cholesterol, etc.
C Used to help employees change and better manage their health habits.
D For example, yoga, aerobics, etc.
Source: 2010 Employee Benefits (SHRM, 2010)
16 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
any aspect of any company-held plan included these
particular benefits.
Preventive Health and
Wellness Incentives
As the costs of health care continue to spiral upward,
employees and employers are searching for ways to
keep these costs under control and as manageable
as possible. Preventive health and wellness benefits
are designed to help maintain or change employees’
behavior in order to achieve better health and
decrease the associated health risks. By preventing
or lessening the incidence of health conditions,
the companies hope to save on long-term health
costs. Three-quarters (75%) of companies provided
wellness resources and information, and 59% of
organizations offered wellness programs.
More than one-quarter (28%) of organizations
offered rewards or bonuses for achieving or
completing certain health and wellness activities.
Some organizations offer health care discounts
to employees for participating in health-related
assessments or programs. Twelve percent of
organizations provided health care premium
discounts for getting an annual health risk
assessment, 11% provided a discount for not
using tobacco products, 9% offered discounts for
participating in a wellness program, and 4% provided
health care premium discounts for participating in a
weight-loss program.
Preventable and Chronic Conditions
Obesity is a growing health concern in the United
States. There are many health problems associated
with excess weight and other types of preventable
and chronic conditions. These conditions affect
the health and well-being of employees and also
have a significant economic impact on businesses.
According to the U.S. Department of Health and
Human Services, obesity alone costs U.S. companies
an estimated $13 billion per year.3 Organizations
are attempting to combat these issues with subsidies
or reimbursements for fitness center memberships
(33%), health and lifestyle coaching (33%), weightloss programs (30%), on-site fitness centers (21%),
nutritional counseling (18%), on-site fitness classes
(14%) and fitness equipment subsidy/reimbursement
(5%). Other benefits that encourage a healthy
lifestyle included smoking cessation programs (39%)
and stress reduction programs (10%).
Other benefits organizations offered to help
employees deal with preventable and chronic
conditions included on-site vaccinations (68% offered
seasonal flu vaccinations and 35% offered H1N1
flu vaccinations), health screening programs for
conditions such as high glucose or high cholesterol
levels (43%) and preventive programs specifically
targeting employees with chronic health conditions
(33%).
Preventive Health and
Wellness Resources
Preventive health and wellness resources help make
employees aware of wellness issues while providing
them with important tools to live a healthy lifestyle.
Forty-two percent of companies offered health fairs,
and 41% had a wellness newsletter/column.
Other Preventive Health
and Wellness Benefits
Other types of preventive health and wellness
benefits offered by organizations included 24-hour
nurse line (56%), CPR/first aid training (55%)
and an on-site blood pressure machine (20%). In
addition, 12% of offered massage therapy services
for employees at the office. Massage therapy can
be a great health maintenance tool that aids in
stress reduction. This may be especially beneficial
for employees who work in a very stressful work
environment. Less commonly offered benefits
included on-site sick rooms (12%), medical clinics
(10%) and nap rooms (5%).
Preventive Health and Wellness
Benefits Over the Past Five Years
Table B-2 shows the percentages of organizations
that offered specific preventive health and wellness
benefits from 2006 through 2010. There were no
significant changes in these benefits from 2009
75% of
companies
provided
wellness
resources
and
information,
and 59% of
organizations
offered
wellness
programs.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 17
to 2010. A stress-reduction program was the only
preventive health and wellness benefit offered by
more companies in 2006 than in 2010.
Preventive Health and Wellness
Benefits by Organization Staff
Size and Organization Sector
and wellness benefits. There was some variation by
sector in the likelihood of providing these benefits.
Privately owned for-profit organizations were less
likely to offer a number of preventive health and
wellness benefits. All results by organization staff
size and organization sector are displayed in the
appendix.
Again, larger organizations were more likely than
smaller organizations to offer many preventive health
Table B-2
Preventive Health and Wellness Benefits (by Year)
2006
2007
2008
2009
Wellness resources and information
—
—
72%
72%
75%
On-site seasonal flu vaccinationsA
—
—
—
—
68%
Wellness programs
—
—
58%
59%
59%
24-hour nurse line
—
—
50%
50%
56%
CPR training/first aid
57%
55%
55%
53%
55%
Health screening programs
49%
47%
41%
38%
43%
Health fairs
—
—
44%
44%
42%
Wellness newsletter or column
—
—
40%
41%
41%
39%
40%
40%
39%
39%
—
—
—
—
35%
33%
Smoking cessation program
On-site H1N1 flu vaccinationsA
Fitness center membership subsidy/reimbursement
2010
37%
30%
36%
35%
Health and lifestyle coaching
—
—
33%
33%
33%
Preventive programs specifically targeting employees with chronic
health conditions
—
31%
30%
30%
33%
29%
32%
31%
30%
30%
—
—
23%
23%
28%
Weight-loss program
Rewards or bonuses for achieving or completing certain health and wellness
goals/programs
On-site fitness center
22%
25%
21%
21%
21%
On-site blood pressure machine
—
—
17%
18%
20%
Nutritional counseling
—
—
20%
19%
18%
On-site fitness classes
—
15%
15%
12%
14%
Health care premium discount for getting an annual health risk assessment
—
12%
11%
10%
12%
12%
Massage therapy services at work
14%
13%
14%
12%
On-site sick room
—
—
—
8%
12%
Health care premium discount for not using tobacco products
—
10%
8%
8%
11%
On-site medical clinic
—
—
—
5%
10%
19%
15%
14%
11%
10%
Health care premium discount for participating in a wellness program
—
10%
9%
8%
9%
Fitness equipment subsidy/reimbursement
—
—
6%
4%
5%
On-site nap room
—
—
5%
Stress-reduction program
Health care premium discount for participating in a weight-loss program
On-site vaccinationsA
65%
62%
67%
4%
5%
4%
4%
64%
—
Differences
between 2006
and 2010*
* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
A Starting in 2010, “on-site vaccinations” was separated into “on-site seasonal flu vaccinations” and “on-site H1N1 flu vaccinations.”
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)

Differences
between 2009
and 2010*
18 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Retirement Savings and Planning Benefits
Table C-1 lists various retirement savings and
planning benefits and (1) the percentage of human
resource professionals who indicated that their
organization offered each benefit; (2) the percentage
of organizations that offered the benefit but had
plans to reduce or eliminate it within the next 12
months; and (3) the percentage of those that did
not offer the benefit but had plans to do so within
the next 12 months. To get a complete picture of
benefits and coverage, respondents indicated whether
any aspect of any company-held plan included these
particular benefits.4
retirement plan. Overall, defined contribution
retirement plans (92%) were most common type
of plan offered, followed by Roth 401(k) savings
plans (28%), traditional defined benefit pension
plans (27%) and cash balance pension plans (9%).
In addition, 11% offered supplemental executive
retirement plans (SERPs). These are nonqualified
plans that grant benefits above those covered in
other retirement plans that are authorized under the
Employee Retirement Income Security Act (ERISA);
however, these plans are not required to be funded
and can be lost if the organization goes bankrupt.
Retirement and Financial Planning
In defined contribution plans, the employer states
that it will contribute a fixed amount, or no amount,
to the employee’s individual account. The employee
bears the investment risk in these plans since the
value of the account’s investments may decrease over
Many companies offer retirement plans to help
employees plan for their financial future. Ninetyseven percent of companies offered at least one
Table C-1
Retirement Savings and Planning Benefits
Offer the
benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans
to do so within the next 12 months
Defined contribution retirement planA
92%
5%
*
Employer match for defined contribution retirement plan
72%
10%
1%
Defined contribution plan loansB
69%
0%
0%
Balanced fundsC
60%
5%
0%
Target-date retirement funds
46%
5%
*
Individual investment advice
40%
6%
0%
Automatic enrollment into defined contribution retirement planE
39%
0%
2%
Retirement planning services
39%
4%
1%
Roth 401(k) savings plan
28%
0%
2%
Defined benefit pension planF
27%
14%
*
Automatic escalation of salary deferral amounts for defined
contribution plans
18%
0%
*
Supplemental executive retirement plan (SERP)
11%
8%
*
D
Cash balance pension plan
9%
6%
0%
Formal phased retirement programG
6%
0%
1%
401(k) debit cardH
2%
0%
0%
(n = 534)
* Less than 1%.
A 401(k), 403(b) or similar type plan.
B Allows participants to borrow from their retirement savings.
C A fixed blend of bonds and stocks.
D Includes all funds that shift investments over time depending on the employee’s target retirement date.
E New employees enrolled unless they opt out.
F Provides retirees with guaranteed payment based on years of service and pay.
G Reduced schedule and/or responsibilities prior to full retirement.
H Allows users to borrow up to $50,000 or 50% of the value of their retirement savings, whichever is less, through use of a debit card.
Source: 2010 Employee Benefits (SHRM, 2010)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 19
72% of organizations provided an employer match on some or all of
the employee’s contributions to the defined contribution plan, and
69% of organizations offered defined contribution plan loans.
time. Nearly three-quarters (72%) of organizations
provided an employer match on some or all of the
employee’s contributions, and 69% of organizations
offered defined contribution plan loans. These
loans allow participants to borrow from their
retirement savings. In addition, 39% of organizations
automatically enrolled employees into their defined
contribution plans unless employees actively opted
out, 18% provided automatic escalation of salary
deferral amounts for defined contribution plans, and
1% offered 401(k) debit cards.
Defined benefit pension plans, as their name
suggests, differ from defined contribution plans in
that the employer promises to pay a certain benefit
upon the employee’s retirement. The benefit amount
is calculated based on factors such as age, earnings
and length of service. Employers bear the investment
risk in these plans since they are required to pay the
promised benefit regardless of the plan’s investment
performance. The Roth 401(k) is a retirement
savings plan that combines some aspects of both the
401(k) and the Roth IRA. Under the Roth 401(k),
employees can decide to contribute funds on a post-
Table C-2
tax elective deferral basis. For 2010, an employee can
contribute $16,500 (plus an additional $5,500 if an
employee is 50 or older). Cash balance pension plans
(offered by 9% of organizations) are technically a
type of defined benefit plan, though they look like a
defined contribution plan in that employees have and
can see their individual account balances.
Six percent reported offering a phased retirement
program (a reduced schedule and/or responsibilities
prior to full retirement), offering older workers a
way to ease into retirement while passing along
institutional knowledge to others.
Organizations also offered financial planning
benefits such as individual investment advice (40%)
and retirement planning services (39%). While these
programs do not directly contribute to employees’
retirement savings, they can help employees plan for
a financially sound retirement as well as other major
life goals.
Retirement Savings and Planning Benefits (by Year)
2006
2007
2008
2009
2010
Differences
between 2006
and 2010*
Defined contribution retirement plan
81%
83%
84%
90%
92%

Employer match for defined contribution retirement plan
74%
74%
75%
72%
72%
69%
Defined contribution plan loans
—
—
69%
69%
Balanced funds
—
—
59%
61%
60%
Target-date retirement funds
—
—
37%
39%
46%
Individual investment advice
48%
42%
40%
38%
40%

Automatic enrollment into defined contribution retirement plan
30%
32%
32%
35%
39%

Retirement planning services
52%
37%
38%
35%
39%

—
16%
21%
24%
28%
48%
40%
33%
29%
27%
—
—
—
—
18%
Supplemental executive retirement plan (SERP)
18%
15%
11%
8%
11%
Cash balance pension plan
10%
7%
9%
6%
9%
Formal phased retirement program
13%
12%
6%
6%
6%
—
—
—
1%
2%
Roth 401(k) savings plan
Traditional defined benefit pension planA
Automatic escalation of salary deferral amounts for defined contribution plans
401(k) debit card
Differences
between 2009
and 2010*

* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
A Starting in 2007, “defined benefit retirement plan” was changed to “traditional defined benefit pension plan (provides retirees with guaranteed payment based on years of service and pay).”
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
20 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Other Retirement Savings
and Planning Benefits
Sixty percent of organizations offered balanced
funds—a fixed blend of bonds and stocks. The funds
provide both income and capital appreciation while
preventing excessive risk. Forty-six percent provided
target-date retirement funds. These funds shift
investments over time depending on the employee’s
target retirement date.
Retirement Savings and Planning
Benefits Over the Past Five Years
Table C-2 shows the percentages of companies
offering specific retirement savings and planning
benefits from 2006 through 2010. There were no
significant changes in these benefits from 2009 to
2010.
The following benefits were offered by fewer
organizations in 2010 than in 2006: individual
investment advice (40% in 2010 compared with
48% in 2006), retirement planning services (39% in
2010 compared with 52% in 2006) and traditional
defined benefit pension plan (27% in 2010
compared with 48% in 2006). The only retirement
savings and planning benefits offered by more
organizations in 2010 compared with 2006 were
defined contribution retirement plan and automatic
enrollment into such plan.
Retirement Savings and Planning
Benefits by Organization Staff
Size and Organization Sector
Smaller organizations were less likely than larger
organizations to offer many retirement savings
and planning benefits. There were considerable
differences by sector in what retirement savings
and planning benefits were offered. Publicly owned
for-profit organizations were more likely to offer a
number of these benefits. These results are displayed
in the appendix.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 21
Financial and Compensation Benefits
Table D-1 lists the prevalence of 49 financial and
compensation benefits and (1) the percentage of
human resource professionals who indicated that
their organization offered each benefit; (2) the
percentage of organizations that offered the benefit
but had plans to reduce or eliminate it within the
next 12 months; and (3) the percentage of those
that did not offer the benefit but had plans to do
so within the next 12 months. To get a complete
picture of benefits and coverage, respondents
indicated whether any aspect of any company-held
plan included these particular benefits.
Table D-1
Monetary Convenience Benefits
Many financial and compensation benefits aim to
make monetary transactions more convenient for
employees. The most frequently offered benefit was
payroll deductions (93%). More than a third (36%)
of companies offered membership in a credit union.
Credit unions often offer lower interest rates and
fees than traditional banks or financial institutions.
Eighteen percent offered loans to employees for
emergency or disaster assistance, while 7% offered
low- or no-interest loans for non-emergency
situations. Finally, 28% of companies offered
financial planning services, 19% provided payroll
Financial and Compensation Benefits
Offer the
benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Payroll deductions
93%
6%
*
On-site parking
90%
7%
0%
Life insuranceA
87%
7%
*
Business cell phone or handheld device for personal use
62%
8%
*
Undergraduate educational assistance
62%
7%
1%
Life insurance for dependents
58%
6%
1%
Incentive bonus plan (executive)
54%
12%
1%
Graduate educational assistance
56%
7%
1%
Automobile allowances for business use of personal vehicles
49%
6%
0%
Incentive bonus plan (nonexecutive)
46%
12%
1%
Employee referral bonus
41%
11%
1%
Shift premiums
41%
8%
*
Employee discounts on company services
38%
6%
0%
Credit union
36%
6%
1%
Donations for participation in charitable events
34%
13%
*
Full flexible benefits planB
30%
4%
1%
Spot bonusC
30%
9%
1%
Financial planning services
28%
5%
Employee computer purchase discounts (not a loan)
26%
3%
*
Sign-on bonus (executive)
26%
10%
*
Accelerated death benefits
Do not offer the benefit but have plans
to do so within the next 12 months
25%
6%
*
Accident insuranceE
24%
6%
0%
Company-owned car for employee use
23%
11%
*
Matching charitable contributions
23%
12%
1%
Payroll advances
19%
9%
0%
Loans to employees for emergency/disaster assistance
18%
8%
*
continued on page 22
D
22 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
58% of organizations offered some form of incentive bonus plans—54% offered
the plan to executive employees and 46% offered it to nonexecutive employees.
advances, and 9% offered check-cashing services
on site.
Insurance
Eighty-seven percent of organizations offered life
insurance to employees, 58% offered life insurance
for dependents, 25% offered accelerated death
benefits for financial assistance in the case of a
terminal illness, and 24% offered accident insurance
(separate from travel accident insurance).
Commuter Benefits
Some organizations offer benefits to offset the
costs employees incur in commuting to and from
the office. The U.S. Census Bureau estimates that
88% of U.S. workers drive to work.5 A vast majority
(90%) of organizations offered on-site parking,
Table D-1
7% offered parking subsidies and 49% reported
providing automobile allowance/expenses. Roughly
one out of 10 organizations (12%) offered qualified
transportation spending accounts, a specific type
of flexible spending account that deducts a portion
of an employee’s pretax earnings to an account
that reimburses the employee for transportation
expenses such as tolls, transit passes and parking
fees. The Census Bureau also reports that 12%
of employees carpool to work and 5% take public
transportation.6 According to the survey results,
some organizations offered benefits to encourage
these employees by providing transit subsidies (11%)
or carpooling subsidies (5%). These benefits help
reduce the number of vehicles on the road and the
environmental impact of commuting; they may also
help lower stress levels of employees who would
Financial and Compensation Benefits (continued from page 21)
Offer the
benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans
to do so within the next 12 months
Scholarships for members of employees’ families
17%
9%
0%
Credit counseling service
16%
7%
*
Sign-on bonus (nonexecutive)
16%
14%
*
Retention bonus (executive)
14%
7%
*
Qualified transportation spending account
12%
5%
*
Stock purchase plan
12%
14%
*
Retention bonus (nonexecutive)
11%
5%
1%
Transit subsidy
11%
7%
*
Auto insurance program
10%
6%
1%
Incentive stock options (ISOs)
10%
8%
*
On-site check cashing
9%
9%
0%
Loans for employees to purchase personal computers
7%
15%
*
Low-/no-interest loans to employees for non-emergency
situations
7%
8%
*
Parking subsidy
7%
8%
*
Non-qualified stock options (NQSOs or NSOs)
6%
6%
0%
Carpooling subsidy
5%
0%
*
Free computers to employees for personal use
5%
0%
0%
Educational loans for members of employees’ families
3%
14%
0%
Free or discounted home Internet service
3%
0%
0%
Personal tax services
2%
0%
0%ª
(n = 534)
* Less than 1%.
A Does not pertain to employee-paid supplemental insurance.
B Ability to select from a variety of benefits.
C Unscheduled bonus for good performance.
D For terminal illnesses.
E Separate from travel accident insurance.
Source: 2010 Employee Benefits (SHRM, 2010)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 23
otherwise spend a large amount of time in traffic
during their daily commutes. The financial effects
of rising gas prices may make transit and carpooling
subsidies even more valued benefits in the future.7
Finally, 23% offered company-owned vehicles for
employee use, and 10% offered an auto insurance
program to employees.
Educational Assistance
Some companies provided educational assistance to
the dependents of their employees. As with career
development benefits, educational assistance not only
helps the employee but also benefits the employer by
developing a more educated workforce. Almost twothirds of companies (62%) offered undergraduate
educational assistance, and 56% offered graduate
educational assistance. A recent SHRM study
revealed that the maximum reimbursement allowed
for tuition/education expenses is on average $3,467.8
Seventeen percent of organizations provided
educational assistance to members of employees’
families in the form of scholarships, and 3% offered
educational loans for members of employees’
families.
Monetary Bonuses
Many organizations supplement employees’ base
pay with some type of monetary bonuses. The most
commonly offered type of bonus was an incentive
bonus plan, wherein the organization lays out criteria
that, if met, result in additional compensation for
employees. Overall, 58% of organizations offered
some form of incentive bonus plans­—54% offered
the plan to executive employees and 46% offered it
to nonexecutive employees. Incentive bonus plans
can promote high performance because the bonus
amount is usually tied directly to company and/or
individual performance.
Forty-one percent of companies offered employee
referral bonuses to encourage current employees to
refer others to the organization. Referral bonuses
can both expand the applicant pool and potentially
reduce recruiting costs, and they tend to be one of
the most effective recruiting strategies available to
companies.
More than one-quarter (26%) of organizations
offered sign-on bonuses to executive-level employees,
and 16% offered these bonuses to nonexecutive
employees. Sign-on bonuses are bonuses provided
to employees when they agree to join the company.
A sign-on bonus usually must be returned if the
employee leaves the organization within a certain
time frame, and therefore it helps both recruitment
and retention.
In addition, 14% of companies offered specific
retention bonuses to executive-level employees, and
11% offered them to nonexecutive employees. These
bonuses usually reward an employee for agreeing to
stay with the company through a particular project
or period of time. Finally, 30% offered spot bonuses,
or unscheduled bonuses for exceptional performance.
Supplemental Compensation
In addition to bonuses, companies offered a number
of other types of supplemental compensation. Fortyone percent offered shift premiums to workers who
work outside of the traditional nine-to-five office
hours.
Twelve percent of organizations offered stock
purchase plans, allowing employees to purchase
shares of company stock, often at a discount and/
or through a direct deduction from their paychecks.
In addition, 10% offered incentive stock options, and
6% provided non-qualified stock options.
Technology Discounts
Many organizations offer free or discounted
technological services or devices for employees to
use. For example, 62% offered a business cell phone
or handheld device to employees for personal use.
These devices are helping to further blur the line
between work life and nonwork life since they allow
employees to be available for both business and
personal contact at any time.
As personal computer and Internet use becomes
more ubiquitous, companies are offering benefits
17% of
organizations
provided
educational
assistance to
members of
employees’
families in
the form of
scholarships.
24 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
that help employees manage the associated costs.
According to the survey respondents, these benefits
included employee computer purchase assistance or
discounts (26%), loans for employees to purchase
personal computers (7%), free computers for personal
use (5%) and free or discounted Internet service
(3%).
Other Financial and
Compensation Benefits
Other financial benefits organizations provided were
employee discounts on company services (38%),
donation for participating in charitable events (34%),
full flexible benefits plans (30%), matching charitable
contributions (23%) and credit counseling services
(16%).
Financial and Compensation
Benefits Over the Past Five Years
Table D-2 shows the percentages of organizations
that offered financial and compensation benefits
from 2006 through 2010. Employee referral
bonus and spot bonus were the only financial and
compensation benefits offered by fewer organizations
in 2010 compared with 2009. The only benefit
that significantly increased from 2009 was accident
Table D-2
insurance (24% in 2010 compared with 16% in
2009).
Over the last five years, there were several decreases
in the number of organizations offering financial
and compensation benefits. The following benefits
were offered by fewer organizations in 2010 than in
2006: accelerated death benefits, accident insurance,
automobile allowances for business use of personal
vehicles, company-owned car for employee use,
credit union, graduate educational assistance,
employee computer purchase discounts, matching
charitable contributions, sign-on bonuses (executive)
and spot bonuses. Compared with 2006, business
cell phone or handheld device for personal use was
offered by more organizations in 2010.
Financial and Compensation
Benefits by Organization Staff
Size and Organization Sector
Employee
referral
bonus and
spot bonus
were the only
financial and
compensation
benefits
offered
by fewer
organizations
in 2010
compared
with 2009.
Large and medium-sized organizations were most
likely to offer many financial and compensation
benefits. Overall, publicly owned for-profit
organizations were significantly more likely to offer
these benefits.
Financial and Compensation Benefits (by Year)
2006
2007
2008
2009
2010
Payroll deductions
95%
95%
94%
93%
93%
On-site parking
94%
91%
90%
90%
90%
Life insurance
92%
92%
92%
91%
87%
Business cell phone or handheld device for personal use
48%
53%
65%
62%
62%
Undergraduate educational assistance
66%
68%
66%
63%
62%
Differences between
2006 and 2010*

Life insurance for dependents
65%
65%
63%
58%
58%
Incentive bonus plan (executive)
62%
60%
54%
50%
54%
Graduate educational assistance
64%
65%
61%
59%
56%

Automobile allowances for business use of personal vehicles
60%
49%
52%
51%
49%

Incentive bonus plan (nonexecutive)
49%
47%
47%
45%
46%
Employee referral bonus
48%
51%
54%
52%
41%
Shift premium
47%
46%
40%
38%
41%
38%
Employee discount on company services
45%
36%
39%
38%
Credit union
46%
46%
43%
36%
36%
Donations for participation in charitable events
—
—
—
32%
34%
Full flexible benefits plan
—
37%
24%
28%
30%
continued on page 25
Differences between 2009
and 2010*


2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 25
Table D-2
Financial and Compensation Benefits (by Year) (continued from page 24)
Spot bonus
Financial planning services
2006
2007
2008
2009
2010
Differences between
2006 and 2010*
Differences between 2009
and 2010*
41%
40%
38%
38%
30%


—
—
—
28%
28%
Employee computer purchase discounts (not a loan)
37%
35%
33%
29%
26%

Sign-on bonus (executive)
34%
30%
31%
27%
26%

Accelerated death benefits
34%
30%
22%
23%
25%

Accident insurance
37%
23%
18%
16%
24%

Company-owned car for employee use
31%
28%
25%
27%
23%

Matching charitable contributions
31%
27%
25%
19%
23%

—
—
—
18%
19%
—
24%
19%
19%
18%
19%
20%
20%
17%
17%
Payroll advances
Loans to employees for emergency/disaster assistance
Scholarships for members of employees’ families
—
—
13%
10%
16%
Sign-on bonus (nonexecutive)
Credit counseling service
24%
24%
24%
21%
16%
Retention bonus (executive)
16%
17%
17%
11%
14%
Qualified transportation spending account
18%
11%
15%
13%
12%
Stock purchase plan
20%
16%
19%
15%
12%
Retention bonus (nonexecutive)
10%
13%
14%
10%
11%
Transit subsidy
13%
16%
13%
13%
11%
Auto insurance program
14%
13%
15%
14%
10%
—
—
—
—
10%
On-site check cashing
10%
11%
11%
8%
9%
Loans for employees to purchase personal computer
7%
8%
6%
5%
7%
—
7%
9%
10%
7%
10%
12%
11%
10%
7%
—
—
—
—
6%
Carpooling subsidy
7%
8%
5%
6%
5%
Free computer to employees for personal use
7%
5%
6%
5%
5%
3%
Incentive stock options (ISOs)A
Low-/no-interest loans to employees for non-emergency
situations
Parking subsidy
Non-qualified stock options (NQSOs or NSOs)A
Educational loans for members of employees’ families
6%
5%
3%
2%
Free or discounted home Internet service
11%
11%
9%
6%
3%
Personal tax services
3%
5%
3%
3%
2%
Stock optionsA
26%
24%
19%
16%
—


* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
A Starting in 2010, “stock options” was separated into “incentive stock options” and “non-qualified stock options.”
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)

26 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Paid Leave Benefits
Paid leave benefits include paid and unpaid time
away from work for a wide assortment of activities,
from vacation and personal days to sabbatical
programs and military leave. Table E-1 lists various
leave benefits and (1) the percentage of human
resource professional who indicated that their
organization offered each benefit; (2) the percentage
of organizations that offered the benefit but had
plans to reduce or eliminate it within the next 12
months; and (3) the percentage of those that did
not offer the benefit but had plans to do so within
the next 12 months. To get a complete picture of
benefits and coverage, respondents indicated whether
any aspect of any company-held plan included these
particular benefits.
The most commonly offered leave benefits were paid
holidays (97%), paid bereavement leave (89%) and
paid jury duty above what is required by law (68%).
Vacation Leave
A vast majority (91%) of companies provided
some form of paid vacation leave to their full-time
employees: 47% offered paid vacation leave through
a paid time off plan and 44% through a stand-alone
paid vacation plan.9
Five percent reported offering a vacation purchase
plan, which allows employees to “buy” additional
vacation days through a payroll deduction.
Paid Personal Leave and
Floating Holidays
Paid personal leave provides employees with paid
leave to use as they see fit. Personal days may be
used by employees for instances such as birthdays,
religious purposes and mental health days. By
offering this benefit, companies recognize the need
for employees to take time off for purposes other
than illness or vacation. Twenty-nine percent of
companies offered paid personal leave separate from
paid vacation and paid sick leave plans (paid time off
plans include personal days).
Floating holidays allow employees a certain number
of days to be used throughout the year for holidays
of their choice. Forty-three percent of organization
offered paid floating holidays.
Paid Sick Leave
A paid time off plan combines traditional vacation
time, sick leave and personal days into one
comprehensive plan. Under these plans, employees
have more freedom and flexibility in managing their
leave. Nineteen percent of organizations offered
a paid time off cash-out option, and 15% offered
a time bank of paid time off, wherein employees
donate paid time off to a general pool that can then
be used by other workers.
Organizations offer a variety of leave benefits to
employees who must miss work due to illness. These
benefits protect employees against the loss of income
during short-term absences from the workplace.
Overall, 83% of companies provided some form of
paid sick leave to employees: 47% offered paid sick
leave through a paid time off plan and 36% through
a stand-alone sick leave plan. Eleven percent of
companies offered a time bank of sick leave, which
allowed employees to donate sick leave to a general
pool where the donated leave could be used by
workers who had exhausted their own sick leave.
In addition, 7% provided a paid sick leave cash-out
option.
Paid Vacation Plans
Family and Medical Leave Act (FMLA)
Eighteen percent of organizations offered a paid
vacation cash-out option, and 17% indicated that
their organizations offered a time bank of vacation
leave, wherein employees donate vacation leave to a
general pool that can then be used by other workers.
The federal Family and Medical Leave Act (FMLA)
of 1993 guarantees eligible employees 12 weeks of
unpaid job-protected leave during any 12-month
period for an employee’s serious medical condition
or to care for a spouse, parent or child.10 During
Paid Time Off Plans
A vast majority
(91%) of
companies
provided some
form of paid
vacation
leave to
their full-time
employees:
47% offered
paid vacation
leave through
a paid time
off plan and
44% through
a standalone paid
vacation plan.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 27
Table E-1
Paid Leave Benefits
Offer the
benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans
to do so within the next 12 months
Paid holidays
97%
1%
0%
Paid bereavement leave
89%
1%
*
Paid jury duty above what is required by law
68%
2%
*
Paid time off planA
47%
2%
0%
Paid vacation plan
44%
1%
0%
Floating holidays
43%
1%
0%
Paid sick leave plan
36%
1%
0%
Paid personal day(s)
29%
1%
*
Paid family leave
24%
1%
0%
B
Paid military leaveC
22%
3%
*
Family leave above required federal FMLA leave
20%
2%
*
Paid time off to serve on the board of a community group or
professional association
20%
3%
1%
Family leave above required state FMLA leave
19%
2%
*
Paid time off cash-out option
19%
2%
*
Paid vacation cash-out option
18%
1%
*
Paid maternity leaveD
17%
7%
0%
Paid paternity leave
17%
3%
0%
Paid time off for volunteering
17%
1%
1%
Parental leave above federal FMLA leave
17%
0%
*
Parental leave above state FMLA leave
17%
2%
*
1%
Time bank of vacation leave
17%
1%
Paid adoption leave
16%
1%
*
Unpaid sabbatical program
16%
0%
*
E
Time bank of paid time off
15%
1%
*
Elder care leave above federal FMLA leave
11%
3%
*
Elder care leave above state FMLA leave
11%
5%
*
Time bank of sick leaveF
11%
0%
*
Paid day off for employee’s birthday
10%
2%
0%
Emergency flexibilityG
7%
3%
0%
Paid sick leave cash-out option
7%
3%
0%
Vacation purchase planH
5%
4%
*
Paid sabbatical program
4%
8%
*
Company-paid time off for group vacations
1%
17%
0%
(n = 534)
* Less than 1%.
A Sick, vacation and personal days all in one plan.
B Other than personal days.
C Beyond what may be required by law.
D Other than what is covered by short-term disability or state law.
E Donating vacation leave to other employees.
F Donating sick leave to other employees.
G Fixed number of days off with pay for emergencies.
H Payroll deduction.
Source: 2010 Employee Benefits (SHRM, 2010)
28 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
this leave, the employee retains his or her benefits.
Some states have additional FMLA requirements.
Federal law does not require FMLA leave to be
paid, but 24% of organizations did offer paid family
leave. Twenty percent of organizations offered family
leave above the federal FMLA requirements, and
19% offered family leave above the state FMLA
requirements. In addition, 17% reported offering
parental leave above federal and state FMLA
requirements, and 11% reported offering elder care
leave above federal and state FMLA requirements.
Information about the FMLA can be found at
www.dol.gov/esa/whd/fmla.
Other Leave Benefits
Military Leave
Table E-2 shows the percentages of companies
offering these paid leave benefits from 2006 through
2010. There were no significant changes in these
benefits from 2009 to 2010. Paid military leave
was the only paid leave benefit offered by fewer
companies in 2010 than in 2006 (22% in 2010
compared with 31% in 2006).
As the conflicts in Iraq and Afghanistan continue,
some companies are forced to deal with employees
who are away from the office on active duty. Twentytwo percent offered paid military leave beyond what
may be required by law (a small number of states
have paid military leave requirements).
Leave for New Parents
There are also some paid leave benefits available to
new parents. Seventeen percent of organizations
offered both paid maternity leave (other than what
is covered by short-term disability or state law) and
paid paternity leave. In addition, 16% offered paid
adoption leave.
Other types of leave offered by companies included
paid time off to serve on the board of a community
group or professional association (20%), paid
time off for volunteering (17%), unpaid sabbatical
programs (16%), a paid day off for the employee’s
birthday (10%), emergency flexibility (fixed number
of days off with pay for emergencies) (7%), paid
sabbatical programs (4%) and company-paid time off
for group vacations (1%).
Paid Leave Benefits Over
the Past Five Years
Paid Leave Benefits by Organization
Staff Size and Organization Sector
Overall, larger organizations were significantly
more likely to offer paid leave benefits. There were
no significant differences in these benefits by profit
status. Governmental organizations were more likely
to offer many of these benefits.
All results by organization staff size and sector are
displayed in the appendix.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 29
Table E-2
Paid Leave Benefits (by Year)
2006
2007
2008
2009
2010
Paid holidays
98%
97%
97%
97%
97%
Paid bereavement leave
91%
90%
90%
90%
89%
68%
Paid jury duty above what is required by law
—
—
—
62%
Paid time off planA
—
—
—
42%
47%
Paid vacation planA
—
—
—
47%
44%
Floating holidays
—
—
—
45%
43%
Paid sick leave planA
—
—
—
39%
36%
Paid personal daysA
—
—
—
31%
29%
Paid family leave
32%
33%
25%
25%
24%
Paid military leave
31%
29%
29%
24%
22%
Family leave above required federal FMLA leave
27%
27%
25%
22%
20%
—
—
—
—
20%
25%
24%
22%
20%
19%
—
—
—
—
19%
—
—
—
—
18%
Paid maternity leave
12%
18%
15%
14%
17%
Paid paternity leave
13%
17%
13%
15%
17%
Paid time off to serve on the board of a community group or
professional association
Family leave above required state FMLA leave
Paid time off cash-out option
A
Paid vacation cash-out optionA
Paid time off for volunteering
—
—
18%
15%
17%
Parental leave above federal FMLA
20%
21%
21%
17%
17%
Parental leave above state FMLA
19%
20%
19%
15%
17%
Time bank of vacation leave
18%
22%
21%
20%
17%
Paid adoption leave
16%
20%
15%
15%
16%
Unpaid sabbatical program
22%
16%
13%
12%
16%
Time bank of paid time offA
—
—
—
—
15%
Elder care leave above federal FMLA
14%
16%
13%
11%
11%
A
Elder care leave above state FMLA
13%
14%
12%
11%
11%
Time bank of sick leaveA
14%
16%
13%
16%
11%
Paid day off for employee’s birthday
9%
8%
8%
8%
10%
Emergency flexibility
—
—
6%
6%
7%
Paid sick leave cash-out optionA
—
—
—
—
7%
Vacation purchase planA
9%
7%
8%
8%
5%
Paid sabbatical program
5%
5%
5%
5%
4%
Company-paid time off for group vacations
7%
6%
2%
1%
1%
Differences between
2006 and 2010*
Differences between
2009 and 2010*

* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
A Starting in 2009, these paid leave options were mutually exclusive. HR professionals were asked to indicate that their organizations offer either a paid time off plan or a paid vacation plan, paid sick leave
plan and/or paid personal leave.
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
30 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Family-Friendly Benefits
Table F-1 lists various family-friendly benefits and
(1) the percentage of human resource professionals
who indicated that their organization offered
each benefit; (2) the percentage of organizations
that offered the benefit but had plans to reduce
or eliminate it within the next 12 months; and
Table F-1
(3) the percentage of those that did not offer the
benefit but had plans to do so within the next 12
months. To get a complete picture of benefits and
coverage, respondents indicated whether any aspect
of any company-held plan included these particular
benefits.11
Family-Friendly Benefits
Offer the
benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans
to do so within the next 12 months
Dependent care flexible spending account
72%
6%
1%
Bring child to work in emergency
30%
0%
0%
On-site lactation/mother’s room
28%
0%
1%
Child care referral serviceA
17%
1%
*
Domestic partner benefits for same-sex partners (not including
health care coverage)
15%
1%
1%
529 plan
13%
0%
1%
Domestic partner benefits for opposite-sex partners (not
including health care coverage)
13%
3%
*
0%
Elder care referral serviceB
11%
0%
Adoption assistance
9%
6%
*
On-site vaccinations for infants/children
5%
3%
0%
Access to backup child care servicesC
4%
5%
*
Lactation support servicesD
4%
5%
0%
Subsidized child care centerE
4%
5%
0%
Geriatric counselingF
4%
5%
0%
Nonsubsidized child care centerG
3%
7%
0%
Parenting workplace seminars
3%
6%
1%
Access to backup elder care servicesH
2%
8%
*
I
Babies at work
1%
0%
0%
Consortium child care centerJ
1%
0%
0%
Elder care assisted living assessments
1%
0%
*
Elder care in-home assessments
1%
0%
0%
Foster care assistance
1%
0%
*
On-site elder care fairsK
1%
0%
0%
(n = 534)
* Less than 1%.
A Program that provides employees with the names of child care providers.
B Program that provides employees with the names of elder care providers.
C For an unexpected event.
D Lactation consulting and education.
E An on-site or near-site center.
F Provides counseling services to seniors and their families.
G An on-site or near-site center.
H For an unexpected event.
I Children under one year of age are allowed to come to work with a parent on a regular basis.
J An on-site or near-site center sharing the costs and responsibilities with several companies.
K Provides an opportunity for employees to speak directly with elder care experts about the many types of elder care services.
Source: 2010 Employee Benefits (SHRM, 2010)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 31
Dependent Care Flexible
Spending Accounts
Dependent care flexible spending accounts allow
employees to set aside pretax dollars that can later
be reimbursed for dependent care expenses. These
accounts are popular with employees since the tax
benefit offsets some of the expenses of dependent
care. Three out of four organizations (72%) offered
this benefit.
Dependent Care Educational Assistance
Some companies provide educational assistance to
the dependents of their employees. Thirteen percent
of organizations provided 529 plans—tax-advantaged
savings plans designed to encourage saving for future
college costs.
Domestic Partner Benefits
Overall, 17% of organizations offered some form of
domestic partner benefits other than health care.
Fifteen percent of organizations offered same-sex
domestic partner benefits (excluding health care),
and 13% provided opposite-sex domestic partner
benefits (excluding health care).
Child Care Benefits
With the majority of single-parent families having
a parent in the workforce and more than 60% of
two-parent families with both parents employed,12
child care benefits are an important recruiting and
job satisfaction driver for working parents. Thirty
percent of companies allowed employees to bring
their children to work in a child care emergency, 17%
offered a child care referral service, and 1% allowed
parents to bring their babies to work on a regular
basis.
These types of benefits, which help the employee
at a minimal cost to the organization, were more
commonly offered than costlier benefits such
as access to backup child care services13 (4%),
subsidized child care center (4%), nonsubsidized
child care center (3%) and consortium child care
center (1%), which is a center sharing the costs and
responsibilities with several companies.
Adoption and Foster Care Assistance
According to responding HR professionals, 9% of
organizations offered adoption assistance and 1%
provided foster care assistance to their employees.
Elder Care Benefits
According to national research, individuals in
slightly more than one out of four U.S. households
are involved in the care of an adult, the elderly
or children with special needs.14 Many of these
individuals are part of the “sandwich” generation—
caring for young children and elderly relatives.
Dependent care flexible spending accounts can
be used to offset the cost of both child care and
elder care, and some organizations offered elder
care options similar to child care benefits. Again,
the most frequently offered benefit of this type
was an elder care referral service, which 11% of
organizations made available to employees. Less
commonly offered elder care benefits included
geriatric counseling (4%), access to backup elder care
services in the case of an unexpected event (2%),
elder care assisted living assessments (1%), elder care
in-home assessments (1%) and on-site elder care fairs
(1%).
Other Family-Friendly Benefits
In addition to child care benefits, elder care benefits,
adoption and foster care assistance, organizations
offered a number of other benefits that pertained to
employees’ dependents. Overall, 29% of companies
provided benefits to support mothers: 28% of
companies had an on-site lactation/mother’s room,
and 4% provided lactation support services. Other
family-friendly benefits included on-site vaccinations
for infants/children (5%) and parenting workplace
seminars (3%).
Family-Friendly Benefits
Over the Past Five Years
Table F-2 depicts the percentages of organizations
offering family-friendly benefits from 2006 through
2010. There were no significant changes in these
benefits from 2009 to 2010.
28% of
companies had
an on-site
lactation/
mother’s
room, and
4% provided
lactation
support
services.
32 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
The following benefits decreased from 2006 to
2010: adoption assistance, elder care referral service
and foster care assistance. Compared with 2006, the
ability to bring a child to work in an emergency was
offered by more organizations in 2010.
Family-Friendly Benefits by
Organization Staff Size and
Organization Sector
Large organizations were most likely to offer many
family-friendly benefits. The only exception was a
policy of bringing a child to work in an emergency,
which was more likely to be offered by small (38%)
and medium (31%) organizations than by large
(21%) ones. It is possible that smaller organizations
might be less formal and are therefore able to be
Table F-2
more accommodating in this situation. It is also
possible that because large organizations were more
likely than small ones to offer child care and access
to backup child care services, employees at large
organizations were able to utilize these options
instead.
Publicly owned for-profit and governmental
organizations were somewhat more likely to indicate
their organizations offered family-friendly benefits.
Family-Friendly Benefits (by Year)
2006
2007
2008
2009
2010
Dependent-care flexible spending account
76%
76%
75%
70%
72%
Bring child to work in emergency
22%
29%
31%
29%
30%
On-site lactation/mother’s room
—
—
25%
25%
28%
Child care referral service
22%
21%
18%
13%
17%
Domestic partner benefits for same-sex partners
(not including health care coverage)
—
—
15%
14%
15%
529 plan
—
—
14%
14%
13%
Domestic partner benefits for opposite-sex partners
(not including health care coverage)
—
—
14%
14%
13%
Differences between
2006 and 2010*

Elder care referral service
26%
22%
20%
11%
11%

Adoption assistance
22%
20%
16%
10%
9%

—
—
3%
3%
5%
On-site vaccinations for infants/children
Access to backup child care services
—
4%
6%
5%
4%
Lactation support services
—
—
6%
5%
4%
Subsidized child care center
—
—
6%
3%
4%
Geriatric counseling
—
—
3%
2%
4%
Nonsubsidized child care center
—
—
4%
2%
3%
Parenting workplace seminars
—
—
4%
2%
3%
Access to backup elder care services
—
4%
5%
1%
2%
Babies at work
—
—
—
—
1%
Consortium child care center
—
—
1%
1%
1%
Elder care assisted living assessments
—
—
2%
1%
1%
1%
—
—
2%
1%
Foster care assistance
Elder care in-home assessments
11%
10%
6%
2%
1%
On-site elder care fairs
—
—
1%
1%
1%

* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences between
2009 and 2010*
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 33
Flexible Working Benefits
Table G-1 lists the prevalence of flexible working
benefits and (1) the percentage of human resource
professionals who indicated that their organization
offered each benefit; (2) the percentage of
organizations that offered the benefit but had plans
to reduce or eliminate it within the next 12 months;
and (3) the percentage of those that did not offer the
benefit but had plans to do so within the next 12
months. To get a complete picture of benefits and
coverage, respondents indicated whether any aspect
of any company-held plan included these particular
benefits.15
personal lives. According to the SHRM 2010 Job
Satisfaction research report, 46% of employees
cited the flexibility to balance work/life issues as
a very important contributor to job satisfaction.16
These benefits help companies attract and retain
high-quality talent and are a key factor in employee
satisfaction. Many companies offer nontraditional
scheduling options to employees to help them
balance their work and personal lives. Almost onehalf (49%) of organizations offered flextime, which
allows employees to select their work hours within
limits established by the employer.
Nontraditional Scheduling Options
In addition to flextime, 55% of organizations
offered some form of telecommuting: 44% of
respondents reported that their organizations offered
telecommuting on an ad-hoc basis, 34% on a part-
Flexible working benefits are a cost-effective
way to help employees balance their work and
Table G-1
Flexible Working Benefits
Offer the benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans to do
so within the next 12 months
Casual dress day (one day per week)
57%
7%
*
FlextimeA
49%
1%
1%
Telecommuting on an ad-hoc basisB
44%
2%
0%
Break arrangementsC
43%
1%
*
Mealtime flexD
39%
1%
*
Casual dress (every day)
34%
6%
*
Compressed workweekE
34%
1%
1%
Telecommuting on a part-time basis
34%
1%
1%
Casual dress (seasonal)F
23%
8%
*
Shift flexibilityG
19%
2%
*
Seasonal schedulingH
17%
2%
*
Telecommuting on a full-time basis
17%
1%
*
Job sharingI
13%
4%
*
Alternating location arrangementsJ
4%
5%
0%
Results-only work environment (ROWE)K
1%
0%
*
(n = 534)
* Less than 1%.
A Allowing employees to choose their work hours within limits established by the employer.
B Telecommuting in situations that may occur intermittently throughout the year or as a one-time event.
C Employees who generally can only take assigned breaks enter into an arrangement with their employers giving them more flexibility over when they take breaks (e.g., employees who need breaks for
health reasons such as diabetics, nursing mothers, etc.).
D Making up time at some point during the day as a result of a longer meal break or allowing employees to leave early as a result of a shorter meal break.
E Allowing full-time employees to work longer days for part of the week or pay period in exchange for shorter days or a day off each week or pay period.
F Allows casual dress for extended periods during the year (e.g., summer months, holidays, etc.).
G Allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or picking up shifts.
H Employees work only a certain number of months per year.
I Two or more employees share the responsibilities, accountability and compensation of one full-time job.
J Employees work part-year in one location and part-year in a second location (e.g., “snowbirds”).
K Allowing employees to work wherever and whenever they wish as long as projects are completed on a timely basis.
Source: 2010 Employee Benefits (SHRM, 2010)
34 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
time basis and 17% on a full-time basis. More than
one-third (34%) of organizations offered compressed
workweeks, where full-time employees are allowed
to work longer days for part of a week or pay period
in exchange for shorter days or a day off during
that week or pay period. Thirteen percent offered
job sharing, in which two employees share the
responsibilities, accountability and compensation of
one full-time job. These types of flexible scheduling
benefits allow organizations to recruit and retain
motivated workers who may not be able or willing to
work a traditional nine-to-five schedule.
Nineteen percent of organizations offered shift
flexibility, where employees are allowed to coordinate
with co-workers to adjust their schedules by trading,
dropping or picking up shifts. One percent of
organizations had a results-only work environment
(ROWE), allowing employees to work wherever and
whenever they wish as long as projects are completed
on a timely basis.
Casual Dress
More than one-half (57%) of companies offered
casual dress at least once a week, 34% allowed
casual dress every day, and 23% allowed seasonal
casual dress, which allows casual dress for extended
periods during the year. While many companies may
consider casual dress part of their organizational
culture as opposed to an employee benefit,
employees appreciate the opportunity to wear more
comfortable clothes.
Break Arrangements
Some organizations offer a variety of benefits
designed to provide employees more flexibility in
deciding when they can take breaks. Forty-three
percent provided break arrangements that allow
employees who generally can only take assigned
breaks with more flexibility over when they take
breaks. Thirty-nine percent offered mealtime flex,
which allows employees to make up time at some
point during the day as a result of a longer meal
break or to leave early as a result of a shorter meal
break.
Other Flexible Working Benefits
Other types of flexible working benefits offered by
companies included seasonal scheduling (17%) and
alternating location arrangements (4% ), allowing
employees to work part of the year in one location
and the rest of the year in another location (e.g.,
snowbird employees­—those who move from colder
climates to warmer climates in the winter).
Flexible Working Benefits
Over the Past Five Years
Table G-2 shows the percentages of organizations
that offered flexible working benefits from 2006
through 2010. There were no significant changes in
these benefits from 2009 to 2010.
The only significant decrease from 2006 was the
percentage of companies that offered flextime
(57% in 2006 compared with 49% in 2010).
Telecommuting on a part-time basis was the
only flexible working benefit offered by more
organizations in 2010 than in 2006.
Flexible Working Benefits
by Organization Staff Size
and Organization Sector
Larger organizations were significantly more likely
than smaller organizations to offer many of these
benefits, as were governmental organizations
compared with other sectors. All results by
organization staff size and sector are displayed in the
appendix.
55% of
organizations
offered some
form of
telecommuting:
44% of
respondents
reported that their
organizations
offered
telecommuting
on an ad-hoc
basis, 34% on a
part-time basis
and 17% on a
full-time basis.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 35
Table G-2
Flexible Working Benefits (by Year)
2006
2007
2008
2009
2010
Casual dress day (one day per week)
62%
66%
62%
59%
57%
Flextime
57%
58%
59%
54%
49%
Telecommuting on an ad-hoc basis
45%
48%
47%
45%
44%
Break arrangements
—
—
—
43%
43%
Mealtime flex
—
—
44%
41%
39%
Casual dress (every day)
38%
37%
38%
36%
34%
Compressed workweek
35%
38%
37%
37%
34%
Telecommuting on a part-time basis
26%
33%
35%
34%
34%
Casual dress (seasonal)
—
—
—
—
23%
Shift flexibility
—
—
26%
21%
19%
Seasonal scheduling
—
—
—
16%
17%
Telecommuting on a full-time basis
19%
21%
21%
19%
17%
Job sharing
18%
20%
18%
16%
13%
Alternating location arrangements
—
—
—
4%
4%
Results-only work environment (ROWE)
—
—
—
3%
1%
Differences between 2006 and 2010*
Differences between 2009 and 2010*


* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
Providing Employees With More Freedom
Results-only work environment (ROWE), a management
strategy that evaluates employees on results instead of
attendance, was co-founded by two HR professionals at
Best Buy—Cali Ressler and Jody Thompson. The transition
to ROWE at Best Buy resulted in decreased voluntary
turnover, increased productivity and improved employee
engagement. The success of ROWE at Bust Buy has led other
organizations such as Gap Outlet and Office of Personnel
Management to adopt the ROWE model for their employees.
On March 31, 2010, the Obama Administration at the Forum
on Workplace Flexibility discussed the importance of flexible
workplace practices such as ROWE and telecommuting that
allow America’s workforce to meet the demands of their jobs
without sacrificing the needs of their families. SHRM supports
voluntary policies that assist employees in balancing the
demands of work and family life. Last year, in a letter to all U.S.
Senators and Representatives, SHRM President and CEO
Laurence O’Neil announced that the Society is committed to
leading all stakeholders in the debate over the 21st century
workplace flexibility policy that meets the needs of both
employees and employers.
36 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Telework Programs
Executive Summary of SHRM Foundation-Funded Research
Telework (also called telecommuting) allows
workers to conduct all or some of their work at
home and is becoming increasingly common.
Telework has the potential to decrease costs for
organizations by reducing overhead expenses
and employee commuting costs. Telework has
also been touted as a way to help employees
balance work and home life, suggesting that this
balance will indirectly benefit the organization
through greater employee work performance.
Although telecommuting has generally been
found to have a positive effect on work
performance, it is unclear why this relationship
exists. This research sought to understand why
telework seems to have a positive effect on
employee performance, with a focus on the role
work/family balance plays in this relationship.
Study Methods
Researchers Payne, Henning and Huffman
surveyed 342 employees of a Big Four
accounting firm about their jobs, work
environments, telework experiences and family
lives. Supervisor performance ratings were
provided for 194 of the employees.
Employees indicated that they spent, on average,
almost 16% of their work time working from
home. The telework experience of the sample
ranged from one to 177 months, with an average
of 33.77 months.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 37
Key Findings and Implications
for Practice
Work performance increased as employees
teleworked for greater time periods. Telework
resulted in poorer performance only when the
employee was working in a home environment
with many distractions and interruptions.
xx Managers should be open to a telework
arrangement because it has the potential to
increase employee performance.
xx Managers should counsel employees about
appropriate environments at home that will
limit distractions and interruptions, so that both
employees and organizations will reap the
benefits of this work arrangement.
xx The employees who teleworked more reported
better work-to-family facilitation, such that
employees’ engagement in telework was
shown to yield positive outcomes in their family
life. However, work/family balance was not the
mechanism through which telework positively
affected performance.
xx Managers who see employees struggling with
work/family conflict might suggest telework as
an option to lessen the conflict. Individuals vary
in the extent to which they prefer to integrate
their work and nonwork roles. The study
showed that such preferences influence the
impact of telework on the work/family balance.
xx Individuals who prefer to keep work and
nonwork lives separate experience more
work/family balance when they telework less
frequently.
xx Individuals who prefer to integrate work and
nonwork lives experience higher levels of work/
family balance when they telework more often.
These findings suggest that managers should
encourage integration of work and nonwork life
among employees who telecommute frequently,
perhaps by providing employees with training on
how to fully integrate work and family roles.
SHRM Foundation Grant
This research was funded by a grant from the
SHRM Foundation. The SHRM Foundation is
a 501(c)(3) nonprofit organizational affiliate of
the Society for Human Resource Management
(SHRM). Founded in 1966, the SHRM
Foundation maximizes the impact of the HR
profession on organizational decision-making and
performance by promoting innovation, education,
research and the use of research-based
knowledge. The SHRM Foundation is governed
by a volunteer board of directors comprising
distinguished HR academic and practice leaders.
Contributions to the SHRM Foundation are taxdeductible. Online at www.shrm.org/foundation.
38 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Personal Services Benefits
Personal services benefits range from professional
development opportunities to pet health insurance.
Table H-1 lists the prevalence of these benefits and
(1) the percentage of human resource professionals
who indicated that their organization offered each
benefit; (2) the percentage of organizations that
offered the benefit but had plans to reduce or
eliminate it within the next 12 months; and (3) the
percentage of organizations that did not offer the
Table H-1
benefit but had plans to do so within the next 12
months. To get a more complete picture of benefits
and coverage, respondents indicated whether any
aspect of any company-held plan included these
particular benefits.17
Career Development Assistance
Organizations offer a variety of benefits designed to
help employees advance in their careers. These types
Personal Services Benefits
Offer the
benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans to
do so within the next 12 months
Direct deposit
98%
0%
*
Professional development opportunitiesA
90%
8%
1%
Professional memberships
90%
7%
0%
Certification/recertification fees
71%
7%
*
Professional license application or renewal fees
70%
6%
*
Cross-training to develop skills not directly related to the job
49%
8%
1%
0%
Free/discounted uniforms
30%
13%
Food services/subsidized cafeteria
22%
8%
*
Organization-sponsored sports teams
22%
9%
*
Legal assistance/services
20%
6%
*
On-site ATMs
20%
6%
*
Executive club memberships
19%
12%
0%
Postal services for employees
19%
2%
*
Mentoring programB
17%
5%
2%
1%
Career counseling
15%
5%
College/school selection/referralC
11%
4%
0%
Paycards
11%
2%
2%
Travel planning services
10%
9%
0%
Employer-sponsored personal shopping discounts
9%
4%
0%
English as a second language (ESL) classes
8%
9%
*
Dry cleaning services
7%
3%
1%
Foreign language classesD
7%
11%
1%
Pet health insurance
4%
5%
1%
Prepared take-home meals
3%
7%
0%
Self-defense training
3%
13%
*
Concierge services
2%
0%
*
On-site haircuts
1%
14%
*
(n = 534)
* Less than 1%
A Seminars, conferences, courses, training to keep skills current, etc.
B Formal program.
C Provides employees with information and helps link them to colleges.
D Non-English.
Source: 2010 Employee Benefits (SHRM, 2010)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 39
of benefits provide a dual advantage—employees
feel the organization cares about their professional
development, and the organization gains a richer,
better-prepared workforce. Ninety percent offered
professional development opportunities such as
seminars, conferences or courses to their staff
and paid professional memberships. Seventy-one
percent of organizations paid for certification or
recertification fees, and 70% paid for professional
license application or renewal fees.
Almost one-half of companies (49%) offered crosstraining to develop skills not directly related to their
employees’ current jobs. In addition to furthering
employees’ skill sets, this can increase understanding
Table H-2
and communication between different departments.
Seventeen percent of organizations offered
formal mentoring programs, 15% provided career
counseling, and 11% offered college/school
selection/referrals, providing employees with
information and helping to link them to colleges.
Work/Life Balance Benefits
Some of the benefits in this category are designed
to save employees the time and energy of having to
schedule such everyday tasks as visiting the bank
(98% of organizations offered direct deposit and
11% offered paycards), preparing meals (22% offered
food services or a subsidized cafeteria and 3% offered
71% of
organizations
paid for
certification or
recertification
fees, and
70% paid for
professional
license
application or
renewal fees.
Personal Services Benefits (by Year)
2006
2007
Direct deposit
98%
Professional development opportunities
95%
Professional memberships
Certification/recertification fees
Professional license application or renewal fees
2008
2009
2010
98%
97%
99%
98%
96%
95%
91%
90%
90%
91%
91%
91%
90%
—
—
76%
77%
71%
—
78%
77%
73%
70%
Cross-training to develop skills not directly related to the job
49%
48%
55%
49%
49%
Free/discounted uniforms
32%
32%
30%
29%
30%
Food services/subsidized cafeteria
22%
26%
24%
21%
22%
Organization-sponsored sports teams
29%
29%
27%
25%
22%
Legal assistance/services
27%
33%
24%
21%
20%
—
—
17%
20%
20%
On-site ATMs
Executive club memberships
28%
24%
23%
19%
19%
Postal services for employees
23%
26%
24%
22%
19%
Mentoring program
23%
26%
25%
22%
17%
Career counseling
—
—
—
14%
15%
13%
12%
14%
11%
11%
—
—
—
—
11%
College/school selection/referral
Paycards
Travel planning services
23%
22%
21%
16%
10%
Employer-sponsored personal shopping discounts
11%
12%
11%
8%
9%
English as a second language (ESL) classes
11%
11%
8%
6%
8%
Dry cleaning services
13%
13%
13%
10%
7%
Foreign language classes
10%
12%
9%
5%
7%
Pet health insurance
5%
5%
7%
3%
4%
Prepared take-home meals
3%
3%
3%
1%
3%
Self-defense training
6%
6%
5%
6%
3%
Concierge services
4%
5%
5%
3%
2%
—
—
—
1%
1%
On-site haircuts
Differences between
2006 and 2010*


* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences between
2009 and 2010*
40 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
prepared take-home meals), going to the post office
(19% offered postal services) or going to the dry
cleaner (7% offered dry-cleaning services).
In addition, 20% had on-site ATMs, and 1%
provided on-site haircuts. Other benefits, such as
legal assistance or services (20%), travel planning
services (10%) and concierge services (2%), help
employees in more specific circumstances.
Uniform Benefits
Some employees are required to wear certain attire
while working, and employers may offer assistance
in paying for it. Almost one-third of organizations
(30%) offered free or discounted uniforms to
employees.
Language Skills
Some companies offer English as a second language
(ESL) classes to workers looking to improve their
English language skills; 8% of organizations offered
this benefit.
An increasingly diverse workforce and the
globalization of the economy have made language
skills more important than ever. Workers,
supervisors, customers and business partners may
have different levels of English proficiency, and some
may not speak English at all. To address this divide,
some organizations offer foreign language classes
to workers or supervisors who frequently deal with
individuals whose native language is not English.
Seven percent of organizations offered some form of
foreign language classes.
Other Personal Services Benefits
Almost a quarter (22%) of companies offered
organization-sponsored sports teams. In addition to
physical exercise and health benefits, sports teams
offer employees a chance to socialize and build
rapport outside of their work environment.
Other types of personal services offered by
organizations included executive club memberships
(19%), employer-sponsored personal shopping
discounts (9%), pet health insurance (4%) and selfdefense training (3%).
Personal Services Benefits
Over the Past Five Years
Table H-2 shows the percentages of companies that
offered personal services benefits from 2006 through
2010. There were no significant changes in these
benefits from 2009 to 2010.
Only two benefits were offered by fewer
organizations in 2010 than in 2006: executive club
memberships (28% in 2006 compared with 19% in
2010) and travel planning services (23% in 2006
compared with 10% in 2010).
Personal Services Benefits
by Organization Staff Size
and Organization Sector
Again, larger organizations were more likely than
smaller organizations to offer many personal services
benefits. There were also considerable differences by
sector in what personal services benefits were offered,
although few clear patterns emerged. Publicly owned
for-profit organizations were more likely to offer a
number of these benefits. All results by organization
staff size and sector are illustrated in the appendix.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 41
20% of companies provided location visit assistance or house-hunting trips to
employees who were relocating to a new area.
Housing and Relocation Benefits
Occasionally, organizations may provide some
assistance when employees or new hires are required
to relocate. Some organizations also provide benefits
that assist employees in acquiring homes. Table
I-1 lists the prevalence of housing and relocation
benefits and (1) the percentage of human resource
professionals who indicated that their organization
offered each benefit; (2) the percentage of
organizations that offered the benefit but had plans
to reduce or eliminate it within the next 12 months;
and (3) the percentage of those that did not offer the
benefit but had plans to do so within the next 12
months. To get a complete picture of benefits and
coverage, respondents indicated whether any aspect
of any company-held plan included these particular
benefits.
One-Time Permanent
Relocation Benefits
Most housing and relocation benefits involve newly
hired or transferred employees who face a one-time
Table I-1
permanent move. The most commonly offered
assistance in this situation was single relocation
lump-sum payment, which 28% of organizations
offered. Some employers prefer this option because
providing a single lump sum to the relocating
employee eliminates paperwork and administration
for the organization.
One-fifth (20%) of companies provided location visit
assistance or house-hunting trips to employees who
were relocating to a new area. In addition, 11% of
organizations offered assistance to employees who
needed to sell a home at their original location.
Ten percent of respondents indicated that their
companies offered a cost-of-living differential to
assist employees relocating to a more expensive area,
and 10% offered spouse relocation assistance to help
married employees whose “trailing” spouse might
be faced with searching for a job in an unfamiliar
location. Five percent offered reimbursement for
financial loss sustained from a home sale.
Housing and Relocation Benefits
Offer the
benefit
Temporary relocation benefits
28%
Offer the benefit but have plans to reduce or Do not offer the benefit but have plans to
eliminate the benefit within the next 12 months
do so within the next 12 months
7%
*
Relocation lump-sum payment
28%
8%
*
Location visit assistanceA
20%
5%
0%
Assistance selling previous home
11%
7%
0%
Cost-of-living differential
10%
8%
0%
Spouse relocation assistance
10%
5%
0%
Home insurance programB
6%
3%
*
Housing counselingC
6%
6%
0%
Reimbursement for financial loss sustained from a home sale
5%
4%
0%
Mortgage assistance
3%
0%
0%
Rental assistance
3%
6%
0%
Renter insurance programD
3%
0%
0%
Down payment assistance
2%
0%
0%
Mortgage insurance
1%
0%
0%
(n = 534)
* Less than 1%.
A House-hunting trips.
B Home insurance discount.
C Advice on buying, renting, defaults and foreclosures.
D Discount on renters insurance.
Source: 2010 Employee Benefits (SHRM, 2010)
42 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Temporary Relocation Benefits
Temporarily relocated employees are often maintaining
two households—one at the permanent location to
which they plan to return and one to maintain a
comfortable presence at their temporary location. More
than a quarter (28%) of companies offered temporary
relocation benefits to assist in easing this burden.
Housing Assistance
Some organizations offer employees assistance in
purchasing a new home: 6% offered home insurance
program, 3% provided mortgage assistance, 2% offered
down payment assistance, and 1% provided mortgage
insurance. These benefits may be offered as part of a
relocation package or as a general employee benefit to
increase retention. Most organizations that offer these
types of benefits require employees to have certain
tenure and/or stay for a certain period of time after
receiving the assistance. Organizations also hope that
homeowners may feel more rooted in the community
and therefore less likely to leave.
Additional housing and relocation benefits offered by
companies included housing counseling (6%), rental
assistance (3%) and renter insurance program (3%).
Table I-2
Housing and Relocation Benefits
Over the Past Five Years
Table I-2 shows the percentages of organizations that
offered these housing and relocation benefits from
2006 through 2010. Compared with 2009, location
visit assistance and rental assistance benefits were
offered by fewer organizations in 2010.
The following benefits were offered by fewer
companies in 2010 than in 2006: assistance selling
previous home, cost-of-living differential, down
payment assistance, location visit assistance, mortgage
assistance, rental assistance, spouse relocation assistance
and temporary relocation benefits.
Housing and Relocation Benefits
by Organization Staff Size
and Organization Sector
Overall, larger organizations were significantly more
likely to offer housing and relocation benefits. Once
again, publicly owned for-profit organizations were
more likely to offer the majority of these benefits. All
results by organization staff size and organization
sector are displayed in the appendix.
Housing and Relocation Benefits (by Year)
2006
2007
2008
2009
2010
Differences between
2006 and 2010*
Temporary relocation benefits
43%
42%
Relocation lump-sum payment
—
—
40%
35%
28%

—
30%
28%
Location visit assistance
40%
40%
39%
36%
20%

Assistance selling previous home
20%
19%
17%
13%
11%

Cost-of-living differential
19%
22%
20%
15%
10%

Spouse relocation assistance
21%
21%
19%
15%
10%

Home insurance program
8%
7%
6%
7%
6%
Housing counseling
—
—
11%
9%
6%
Reimbursement for financial loss sustained from a home sale
—
—
—
6%
5%
Mortgage assistance
12%
12%
10%
7%
3%

Rental assistance
22%
19%
17%
12%
3%

Renter insurance program
—
—
—
4%
3%
Down payment assistance
11%
11%
9%
6%
2%
Mortgage insurance
5%
5%
4%
3%
1%

* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences between
2009 and 2010*


2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 43
Business Travel Benefits
When employees travel for business, companies often
provide additional benefits to make up for incidental
costs and inconvenience associated with being away
from home. Table J-1 lists the prevalence of business
travel benefits and (1) the percentage of human
resource professionals who indicated that their
organization offered each benefit; (2) the percentage
of organizations that offered the benefit but had
plans to reduce or eliminate it within the next 12
months; and (3) the percentage of those that did
not offer the benefit but had plans to do so within
the next 12 months. To get a complete picture of
benefits and coverage, respondents indicated whether
any aspect of any company-held plan included these
particular benefits.
Business travel benefits come in many forms. The
most frequently offered benefits involved either
reimbursement for expenses incurred while traveling
Table J-1
or additional compensation for time spent on
business travel.
Travel Expenses
The most commonly offered business travel benefits
included providing per diem for meals (65%),
allowing employees to keep frequent flyer miles
(64%) and hotel points (64%) earned while traveling
for business and put them toward personal use,
providing a business laptop for personal use (62%),
paying for Internet access (55%) and paying for longdistance calls home while on business travel (54%).
A smaller number of companies provided car or limo
service to/from airport (35%) and paid for rental car
upgrades (13%), dry cleaning expenses (12%), first
class/business class airfare (12%), minibar snacks
at the hotel (9%), pay-per-view movies (5%), health
club fees (3%), child care expenses (2%) and pet
Business Travel Benefits
Offer the
benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans to
do so within the next 12 months
Per diem for meals
65%
6%
0%
Employee keeps frequent flyer miles
64%
0%
0%
Employee keeps hotel points
64%
0%
0%
Business laptop for personal use while on business travel
62%
7%
0%
Paid Internet access while on business travel
55%
7%
0%
Paid long-distance calls home while on business travel
54%
7%
0%
Travel accident insurance
37%
7%
0%
Car or limo service to/from airport
35%
9%
0%
Rental car upgrades
13%
7%
0%
First or business class airfare
12%
14%
0%
Paid dry cleaning while on business travel
12%
3%
0%
Paid minibar snacks at hotel
9%
8%
0%
Additional pay for weekend travelA
7%
0%
0%
Paid travel expenses for spouse
6%
6%
0%
Paid airline club membership
5%
15%
0%
Paid pay-per-view movies at hotel
5%
8%
0%
Paid health club fees while on business travel
3%
6%
0%
Child care expenses while on business travel
2%
0%
*
Pet care arrangements while on business travel
1%
0%
0%
(n = 534)
* Less than 1%.
A Beyond what is required by law for nonexempt employees.
Source: 2010 Employee Benefits (SHRM, 2010)
44 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
care arrangement expenses (1%) incurred while on
business travel.
through 2010. There were no significant changes in
these benefits from 2009 to 2010.
Additional Pay
Paid dry cleaning while on business travel, paid
long-distance calls home, paid minibar snacks at the
hotel and travel accident insurance were the benefits
offered by fewer organizations in 2010 compared
with 2006.
Seven percent of organizations offered supplementary
pay for weekend travel beyond what is required by
law for nonexempt employees.
Other Business Travel Benefits
More than one-third (37%) of organizations offered
travel accident insurance, which provides coverage
for individuals who might be harmed or killed while
on business travel. Less commonly offered travel
benefits included paid travel expenses for a spouse
(6%) and paid airline club memberships (5%).
Business Travel Benefits
Over the Past Five Years
Table J-2 shows the percentages of companies
offering these business travel benefits from 2006
Table J-2
Business Travel Benefits by
Organization Staff Size and
Organization Sector
Larger companies were more likely than smaller
companies to offer many of these benefits. Overall,
privately and publicly owned for-profit organizations
were more likely to offer these benefits. The only
exception was a per diem for meals: government
organizations were more likely to offer this benefit.
All results by staff size and sector are displayed in the
appendix.
Business Travel Benefits (by Year)
2006
2007
2008
2009
2010
Differences between
2006 and 2010*
Per diem for meals
69%
70%
70%
65%
65%
Employee keeps frequent flyer miles
68%
71%
71%
68%
64%
Employee keeps hotel points
—
—
70%
68%
64%
Business laptop for personal use while on business travel
—
—
—
63%
62%
Paid Internet access while on business travel
—
—
—
54%
55%
Paid long-distance calls home while on business travel
70%
67%
62%
58%
54%

Travel accident insurance
45%
46%
42%
39%
37%

Car or limo service to/from airport
—
—
—
37%
35%
Rental car upgrades
—
—
17%
11%
13%
First or business class airfare
—
—
11%
12%
12%
Paid dry cleaning while on business travel
20%
22%
20%
15%
12%

Paid minibar snacks at hotel
18%
16%
14%
9%
9%

Additional pay for weekend travel
10%
10%
9%
7%
7%
Paid travel expenses for spouse
8%
6%
6%
5%
6%
Paid airline club membership
9%
8%
7%
4%
5%
Paid pay-per-view movies at hotel
10%
9%
7%
5%
5%
Paid health club fees while on business travel
7%
6%
5%
3%
3%
Child care expenses while on business travel
2%
1%
2%
2%
2%
Pet care arrangements while on business travel
2%
1%
1%
1%
1%
* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences between
2009 and 2010*
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 45
Other Benefits
Volunteer Programs
Table K-1 lists other benefits that did not fit into one
of the 10 previous categories and (1) the percentage
of human resource professionals who indicated that
their organization offered each benefit; (2) the
percentage of organizations that offered the benefit
but had plans to reduce or eliminate it within the
next 12 months; and (3) the percentage of those
that did not offer the benefit but had plans to do
so within the next 12 months. To get a complete
picture of benefits and coverage, respondents
indicated whether any aspect of any company-held
plan included these particular benefits.
Community volunteer programs offer companies
an excellent opportunity to provide value-added
benefits to the business, employees and the
community. These programs can be tailored to best
suit the needs of the organization’s mission, vision
and business goals, and were offered by 40% of
organizations.
Employee Recognition
Some benefits provide employee recognition.
More than two-thirds (68%) of organizations
rewarded milestones such as birthdays and service
anniversaries. In addition, 47% offered some type of
noncash companywide performance awards, such as
gift certificates or an extra day off.
Social Gatherings
Social gatherings provide the opportunity for
employees to get to know one another outside of
the job, which can help lead to better working
relationships at the office. More than three-quarters
(79%) of organizations offered holiday parties, and
56% said they had company picnics. More than a
third (37%) of organizations offered discount ticket
services, and 32% offered company-purchased tickets
to events such as cultural proceedings, sporting
events or theme parks.
Table K-1
37% of
organizations
offered
discount
ticket
services, and
32% offered
companypurchased
tickets to
events such
as cultural
proceedings,
sporting events
or theme parks.
Other Benefits
Other benefits included take your child to work day
(25%), allowing pets at the office (6%), take your
parent to work day (1%) and take your pet to work
day (1%).
Other Benefits
Holiday parties
Milestone rewards
Offer the benefit
Offer the benefit but have plans to reduce or
eliminate the benefit within the next 12 months
Do not offer the benefit but have plans to
do so within the next 12 months
79%
10%
1%
1%
68%
6%
Company picnic
56%
9%
2%
Noncash companywide performance awardsB
47%
6%
1%
Community volunteer programs
40%
5%
1%
Discount ticket servicesC
37%
6%
*
Company-purchased ticketsC
32%
14%
*
Take your child to work day
25%
0%
*
Pets at work
6%
0%
0%
Take your parent to work day
1%
0%
*
Take your pet to work dayD
1%
0%
*
A
(n = 532)
* Less than 1%
A For example, lunch on birthday, gift certificate recognizing years of service, etc.
B For example, gift certificate, extra day off.
C For example, sporting events, cultural events, theme parks, etc.
D Once a year as opposed to pets at work generally.
Source: 2010 Employee Benefits (SHRM, 2010)
46 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Other Benefits Over the Past Five Years
Table K-2 shows the percentages of companies
offering these benefits from 2006 through 2010.
Take your child to work day was the only benefit
offered by fewer companies in 2010 compared
with 2009. The following benefits were offered
by fewer organizations in 2010 than in 2006:
company picnic, company-purchased tickets, holiday
parties, milestone rewards, noncash companywide
performance awards and take your child to work day.
Table K-2
Other Benefits by Organization
Staff Size and Organization Sector
With the exception of holiday parties, larger
organizations were more likely than smaller
organizations to offer many of these benefits.
Likewise, privately and publicly owned for-profit
organizations were more likely than other sectors to
indicate their organizations offered many of these
benefits. All results by organization staff size and
organization sector are displayed in the appendix.
Other Benefits (by Year)
2006
2007
2008
2009
Holiday parties
87%
85%
83%
Milestone rewards
76%
75%
74%
Company picnic
66%
64%
Noncash companywide performance awards
56%
—
Community volunteer programs
Discount ticket services
2010
Differences between
2006 and 2010*
81%
79%

70%
68%

62%
59%
56%

54%
56%
51%
47%

—
48%
42%
40%
—
—
45%
40%
37%
Company-purchased tickets
43%
42%
41%
38%
32%

Take your child to work day
38%
37%
35%
33%
25%

Pets at work
4%
6%
5%
6%
6%
Take your parent to work day
—
—
1%
1%
1%
Take your pet to work day
—
—
—
1%
1%
* Indicates a significant change from 2009 to 2010 or from 2006 to 2010. Blank cells in the last two columns indicate that no statistically significant differences were found.
Note: A dash (—) indicates that this particular benefit was not asked about or was combined with another benefit.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences between
2009 and 2010*

2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 47
Conclusions
After a decline in the number organizations offering
employee benefits from 2008 to 2009, the 2010
study revealed that employee benefits have remained
relatively steady over the past 12 months. The
only areas experiencing a downward trend since
2009 were housing and relocation and business
travel benefits. It is important to note that some
of the changes uncovered in this report appear
to have been in response to the changes in the
economy, while other changes represent shifts that
have gradually occurred over the last several years.
The fact that organizations have not made drastic
reductions in their benefits offerings is a promising
sign and displays the importance of benefits to both
employees and employers.
Employees consistently rate benefits, especially
health care benefits, as one of the key factors in job
satisfaction. In addition, a recent survey of U.S.
employers and employees revealed that because
of the recent economic events, 46% of employees
are taking a greater interest in understanding the
benefits they receive through their employers.18 With
employees now paying more attention to these
benefits, there is an opportunity for organizations
to help a more engaged workforce better understand
the true value of their benefits packages.
As shown throughout this report, organizations
offer a wide range of traditional and nontraditional
benefits. In the past, the dilemma for organizations
was how to offer the right mix of these benefits
to attract and retain top performers while also
balancing their increasing costs. The ability to
manage these ever-increasing costs, along with the
new health care legislation, will have a new and
profound impact on employee benefits programs
in the future. These challenges in the midst of an
economic recovery are laying a foundation for a
new way of doing business. Across all industries,
HR professionals will be called upon to lead their
organizations through this complex and volatile
landscape to develop benefits strategies that enhance
productivity, attract and retain employees and build a
strong employer brand.
Employees
consistently
rate benefits,
especially
health care
benefits, as
one of the key
factors in job
satisfaction.
48 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Methodology
A sample of HR professionals was randomly selected
from SHRM’s membership database, which included
approximately 250,000 individual members at the
time the survey was conducted. Only members
who had not participated in a SHRM survey or
poll in the last four months were included in the
sampling frame. Members who were students,
located internationally or had no e-mail address
on file were excluded from the sampling frame. In
February 2010, an e-mail that included a hyperlink
to the Employee Benefits Survey19 was sent to 3,000
randomly selected SHRM members. Of these, 2,850
e-mails were successfully delivered to respondents,
and 534 HR professionals responded, yielding a
response rate of 19%. The survey was accessible
for a period of four weeks, and multiple reminders
were sent to nonrespondents in an effort to increase
response rates. The sample of HR professionals was
generally representative of the SHRM membership
population.
The report is composed of 11 benefits sections:
health care and welfare benefits, preventive health
and wellness benefits, retirement savings and
planning benefits, financial and compensation
benefits, paid leave benefits, family-friendly benefits,
flexible working benefits, personal services benefits,
housing and relocation benefits, business travel
benefits, and other benefits. Each section has two
tables in the body of the report. Table 1 displays the
overall percentage of organizations that offer each
benefit, the percentage of organizations that offer
the benefit but have plans to reduce or eliminate it
within the next 12 months and the percentage of
organizations that do not offer the benefit but have
plans to do so within the next 12 months. Table 2
illustrates the percentage of organizations offering
benefits on an annual basis over a period of five
years. In the appendix, Table 3 presents data by
organization staff size, as defined by the number
of employees at the respondent’s location. Table 4
presents data by organization sector.
A number of benefits have been added, changed
or dropped from 2009 to 2010. Forces driving the
changes included SHRM’s own research of benefits
trends, a need for clarification of some represented
benefits, member input and external research
and resources. New or edited items are footnoted
throughout the report.
Notations
Analysis: Analyses by HR professionals’ staff size
and employment sector are presented and discussed,
when applicable. In some cases, the data are not
depicted in corresponding tables/figures even
though the results are statistically significant.
xx Organization staff size categories: small (1 to 99
employees), medium (100 to 499 employees) and
large (500 or more employees). The analysis by
staff size refers to the number of full and part-time
employees at the responding HR professional’s
work location only.
xx Organization sector: publicly owned for-profit
organization, privately owned for-profit organization, nonprofit organization, government sector
and “other” category. Results are not presented
for “other” employment sector due to the small
number of organizations in this category.
Differences: Conventional statistical methods were
used to determine if observed differences were
statistically significant (i.e., there is a small likelihood
that the differences occurred by chance). Therefore,
in most cases, only results that were significant are
included, unless otherwise noted. In some cases, data
may be discussed in the text of this report but not
presented in an accompanying figure or table.
Tables: Unless otherwise noted in a specific table,
please note that the following are applicable to data
depicted in tables throughout this report.
xx Percentages for a question or a response option
may not total 100% due to rounding.
xx The sample size is based on the actual number of
respondents by organization sector and organization staff size who answered the question using the
response options provided.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 49
xx Data are sorted in descending order by the first
percentage column in a table.
Figures: Unless otherwise noted in a specific figure,
percentages for a question may not total 100% due to
rounding.
Generalization of results: As with any research,
readers should exercise caution when generalizing
results and take individual circumstances and
experiences into consideration when making
decisions based on these data. While SHRM is
confident in its research, it is prudent to understand
that the results presented in this survey report
are only truly representative of the sample of HR
professionals responding to the survey.
Number of respondents: The number of
respondents (indicated by “n” in figures and tables)
varies from table to table and figure to figure
because some respondents did not answer all of the
questions. Individuals may not have responded to
a question on the survey because the question or
some of its parts were not applicable or because the
requested data were unavailable. This also accounts
for the varying number of responses within each
table or figure.
Confidence level and margin of error: A
confidence level and margin of error give readers
some measure of how much they can rely on
survey responses to represent all SHRM members.
Given the level of response to the survey, SHRM
Research is 96% confident that responses given
by responding HR professionals can be applied to
all SHRM members, in general, with a margin of
error of approximately 4%. For example, 59% of HR
professionals reported their organizations offered
wellness programs. With a 4% margin of error, the
reader can be 96% certain that between 55% and
63% of SHRM members would report that their
organizations presently offer wellness programs.
50 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
About the Respondents
Organization Staff Size
Organization Sector
Small (1–99 employees)
31%
Privately owned for-profit organization
56%
Medium (100–499 employees)
43%
Nonprofit organization
21%
Large (500 and more employees)
26%
Publicly owned for-profit organization
17%
Government agency
7%
(n = 532)
(n = 529)
Organization Industry
Manufacturing
19%
Health care, social assistance (e.g., in-home care, nursing homes, EAP providers, hospices, etc.)
13%
Other services
8%
Services—professional, scientific, technical, legal, engineering
8%
Educational services/education
7%
Retail/wholesale trade
7%
Financial services (e.g., banking)
5%
Government/public administration—federal, state/local, tribal
4%
Insurance
4%
Transportation, warehousing (e.g., distribution)
4%
Arts, entertainment, recreation
2%
Biotech
2%
Construction, mining, oil and gas
2%
Consulting
2%
High-tech
2%
Services—accommodation, food and drinking places
2%
Real estate, rental, leasing
2%
Telecommunications
2%
Utilities
2%
Association—professional/trade
1%
Pharmaceutical
1%
Publishing, broadcasting, other media
1%
Other
1%
(n = 532)
Region
Midwest (Illinois, Indiana, Iowa, Kansas, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota, Wisconsin)
36%
South (Alabama, Arkansas, Delaware, District of Columbia, Florida, Georgia, Kentucky, Louisiana, Maryland, Mississippi, North Carolina,
Oklahoma, South Carolina, Tennessee, Texas, Virginia, West Virginia)
27%
West (Alaska, Arizona, California, Colorado, Hawaii, Idaho, Nevada, New Mexico, Montana, Oregon, Utah, Washington, Wyoming)
21%
Northeast (Connecticut, Maine, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont)
16%
(n = 532)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 51
Appendix
Benefits by Organization Staff Size and Organization Sector
Table A-3
Health Care and Welfare Benefits (by Organization Staff Size)
Overall
Small
Medium
(1–99 Employees) (100–499 Employees)
Large
(500 or More Employees)
Prescription drug program coverage
96%
93%
98%
98%
Dental insurance
94%
87%
97%
100%
Mail-order prescription program
91%
88%
91%
93%
Chiropractic coverage
85%
82%
90%
82%
Preferred provider organization (PPO)
85%
79%
85%
92%
Accidental death and dismemberment insurance (AD&D)
82%
82%
81%
85%
Differences Based on
Staff Size*
Large, medium > small
Large > small
Mental health coverage
82%
78%
85%
83%
Vision insurance
77%
61%
81%
89%
Large, medium > small
Long-term disability insurance
76%
72%
74%
86%
Large > medium, small
Employee assistance program (EAP)
75%
58%
78%
91%
Large > medium, small
Medium > small
Medical flexible spending accounts
72%
61%
73%
81%
Large, medium > small
Short-term disability insurance
71%
60%
73%
81%
Large, medium > small
Contraceptive coverage
68%
61%
73%
68%
Medium > small
Rehabilitation assistance
45%
39%
46%
49%
Supplemental accident insurance
44%
38%
43%
54%
Health care premium flexible spending account
43%
39%
44%
46%
Health care coverage for dependent grandchildren
39%
23%
42%
53%
Large > medium, small
Medium > small
Domestic partner health care coverage (same-sex)
38%
26%
42%
46%
Large, medium > small
Domestic partner health care coverage (opposite-sex)
37%
28%
41%
40%
Large, medium > small
Health care coverage for foster children
37%
28%
37%
49%
Large > medium, small
Health care coverage for part-time workers
37%
23%
32%
60%
Large > medium, small
HMO (health maintenance organization)
33%
29%
31%
39%
Acupressure/acupuncture medical coverage
31%
25%
33%
36%
Bariatric coverage for weight loss
31%
29%
29%
36%
Cancer insurance
31%
31%
30%
33%
Long-term care insurance
31%
22%
33%
38%
Infertility treatment coverage (other than
in-vitro fertilization)
30%
28%
31%
32%
Surcharges for spousal health care coverage
26%
20%
26%
34%
Large > small
In-vitro fertilization coverage
25%
17%
28%
29%
Large > medium, small
Retiree health care coverage
25%
10%
26%
41%
Large > medium, small
Medium > small
Critical illness insurance
21%
17%
21%
26%
Point of service (POS) plan
21%
20%
22%
21%
Intensive care insurance
19%
17%
22%
17%
continued on page 52
Large > small
Large > small
Large > small
52 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table A-3
Health Care and Welfare Benefits (by Organization Staff Size) (continued from page 51)
Overall
Small
Medium
(1–99 Employees) (100–499 Employees)
Large
(500 or More Employees)
Differences Based on
Staff Size*
Hospital indemnity insurance
19%
17%
19%
20%
Laser-based vision correction coverage
19%
14%
19%
23%
Large > small
Wholesale generic drug program for injectable drugs
18%
12%
15%
28%
Large > medium, small
Grief recovery program
17%
6%
19%
27%
Large, medium > small
Support groups
17%
9%
15%
29%
Large > medium, small
Consumer-directed health care plan (CDHP)
16%
12%
17%
17%
Pharmacy management program
15%
7%
16%
22%
Alternative/complementary medical coverage
14%
12%
14%
17%
Health savings account (HSA)
11%
9%
13%
12%
Exclusive provider organization (EPO)
9%
7%
9%
14%
Indemnity plan (fee-for-service)
8%
6%
9%
11%
Elective procedures coverage
7%
5%
6%
12%
Employer-matched contributions to health savings account
7%
6%
8%
5%
Health reimbursement account (HRA)
6%
4%
6%
7%
Experimental/elective drug coverage
3%
3%
2%
4%
Subsidized cost of elder care
3%
1%
3%
6%
Gender reassignment surgery coverage
2%
1%
3%
1%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Large > small
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 53
Table A-4
Health Care and Welfare Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Prescription drug program coverage
96%
96%
94%
100%
100%
Dental insurance
94%
93%
93%
100%
100%
Publicly Owned
For-Profit
Organization
Government
Sector
Mail-order prescription program
91%
90%
89%
92%
97%
Chiropractic coverage
85%
86%
83%
88%
86%
Preferred provider organization (PPO)
85%
83%
82%
89%
97%
Accidental death and dismemberment insurance
(AD&D)
82%
82%
82%
86%
75%
Mental health coverage
82%
80%
86%
82%
83%
Differences Based on Sector*
Vision insurance
77%
74%
75%
89%
83%
Long-term disability insurance
76%
70%
81%
86%
83%
Public(FP) > Private(FP), NP
Public(FP) > Private(FP)
Employee assistance program (EAP)
75%
68%
78%
94%
83%
Public(FP) > Private(FP), NP
Medical flexible spending accounts
72%
65%
76%
82%
86%
Govt > Private(FP)
Short-term disability insurance
71%
72%
60%
86%
61%
Public(FP) > NP, Govt
Contraceptive coverage
68%
67%
64%
74%
78%
Rehabilitation assistance
45%
42%
46%
49%
53%
Supplemental accident insurance
44%
42%
40%
52%
58%
Health care premium flexible spending account
43%
41%
46%
40%
47%
Health care coverage for dependent grandchildren
39%
34%
41%
44%
61%
Govt > Private(FP), NP,
Public(FP)
Public(FP) > Private(FP), Govt
Domestic partner health care coverage (same-sex)
38%
32%
42%
56%
33%
Domestic partner health care coverage (opposite-sex)
37%
34%
38%
48%
31%
Health care coverage for foster children
37%
35%
36%
41%
47%
Health care coverage for part-time workers
37%
26%
56%
38%
56%
HMO (health maintenance organization)
33%
32%
35%
28%
44%
Acupressure/acupuncture medical coverage
31%
27%
35%
39%
39%
Bariatric coverage for weight loss
31%
28%
32%
34%
47%
Cancer insurance
31%
31%
32%
27%
42%
NP, Govt > Private(FP),
Public(FP)
Long-term care insurance
31%
28%
27%
36%
53%
Infertility treatment coverage (other than
in-vitro fertilization)
30%
28%
31%
39%
28%
Surcharges for spousal health care coverage
26%
23%
26%
31%
39%
In-vitro fertilization coverage
25%
21%
24%
36%
28%
Public(FP) > Private(FP)
Retiree health care coverage
25%
15%
30%
32%
75%
Govt > Private(FP), NP,
Public(FP)
Critical illness insurance
21%
21%
21%
17%
36%
Point of service (POS) plan
21%
21%
19%
22%
25%
Intensive care insurance
19%
20%
20%
14%
25%
Hospital indemnity insurance
19%
18%
19%
19%
22%
Laser-based vision correction coverage
19%
17%
17%
23%
28%
Wholesale generic drug program for injectable drugs
18%
17%
13%
27%
14%
Grief recovery program
17%
15%
15%
24%
28%
Support groups
17%
13%
23%
19%
22%
continued on page 54
Govt > Private(FP), NP
54 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table A-4
Health Care and Welfare Benefits (by Organization Sector) (continued from page 53)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Consumer-directed health care plan (CDHP)
16%
16%
13%
18%
14%
Pharmacy management program
15%
15%
14%
16%
14%
Alternative/complementary medical coverage
14%
12%
18%
14%
22%
Health savings account (HSA)
11%
12%
10%
11%
11%
Exclusive provider organization (EPO)
9%
9%
4%
19%
6%
Indemnity plan (fee-for-service)
8%
9%
5%
10%
8%
Elective procedures coverage
7%
5%
11%
10%
6%
Employer-matched contributions to health
savings account
7%
6%
9%
7%
3%
Health reimbursement account (HRA)
6%
6%
3%
9%
6%
Experimental/elective drug coverage
3%
2%
6%
1%
3%
Subsidized cost of elder care
3%
2%
3%
7%
6%
Gender reassignment surgery coverage
2%
1%
2%
2%
3%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences Based on Sector*
Public(FP) > NP
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 55
Table B-3
Preventive Health and Wellness Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
Large
(100–499 Employees) (500 or More Employees)
Differences Based on
Staff Size*
Wellness resources and information
75%
60%
80%
84%
Large, medium > small
On-site seasonal flu vaccinations
68%
44%
71%
92%
Large > medium, small
Medium > small
Wellness programs
59%
43%
57%
69%
Large > medium, small
Medium > small
24-hour nurse line
56%
50%
58%
59%
Large > small
CPR/first aid training
55%
43%
58%
62%
Large, medium > small
Health screening programs
43%
25%
46%
58%
Large > medium, small
Medium > small
Health fairs
42%
18%
41%
72%
Large > medium, small
Medium > small
Wellness newsletter/column
41%
31%
39%
57%
Large > medium, small
Smoking cessation program
39%
25%
36%
61%
Large > medium, small
Medium > small
On-site H1N1 flu vaccinations
35%
12%
34%
65%
Large > medium, small
Medium > small
Fitness center membership subsidy/reimbursement
33%
25%
34%
41%
Large > small
Health and lifestyle coaching
33%
17%
33%
51%
Large > medium, small
Medium > small
Preventive programs specifically targeting employees with
chronic health conditions
33%
18%
33%
51%
Large > medium, small
Medium > small
Weight-loss program
30%
13%
29%
51%
Large > medium, small
Medium > small
Rewards or bonuses for achieving or completing certain
health and wellness goals/programs
28%
20%
28%
38%
Large > small
On-site fitness center
21%
10%
23%
33%
Large > small
On-site blood pressure machine
20%
7%
22%
31%
Large > small
Nutritional counseling
18%
10%
16%
31%
Large > medium, small
On-site fitness classes
14%
4%
13%
29%
Large > medium, small
Health care premium discount for getting an annual health
risk assessment
12%
5%
14%
17%
Large > small
Massage therapy services at work
12%
4%
13%
19%
Large > small
On-site sick room
12%
4%
13%
20%
Large > small
Health care premium discount for not using
tobacco products
11%
3%
15%
14%
Large, medium > small
On-site medical clinic
10%
1%
8%
25%
Large > medium, small
Stress-reduction program
10%
3%
10%
19%
Large > small
Health care premium discount for participating in a
wellness program
9%
2%
11%
13%
Large > small
Fitness equipment subsidy/reimbursement
5%
4%
3%
7%
On-site nap room
5%
4%
5%
7%
Health care premium discount for participating in a
weight-loss program
4%
1%
6%
5%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
56 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table B-4
Preventive Health and Wellness Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Wellness resources and information
75%
On-site seasonal flu vaccinations
68%
Wellness programs
59%
24-hour nurse line
56%
CPR/first aid training
55%
Health screening programs
Health fairs
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Differences Based on Sector*
69%
78%
85%
86%
Public(FP), Govt > Private(FP)
61%
75%
76%
81%
NP, Public(FP), Govt >
Private(FP)
52%
55%
65%
75%
Public(FP), Govt > Private(FP)
54%
48%
67%
58%
Public(FP) > NP
52%
65%
48%
64%
43%
36%
50%
47%
67%
NP, Govt > Private(FP)
42%
33%
52%
49%
67%
NP, Govt > Private(FP)
Wellness newsletter/column
41%
38%
37%
49%
58%
Govt > Private(FP), NP
Smoking cessation program
39%
35%
35%
49%
58%
Public(FP), Govt > Private(FP),
NP
NP, Govt > Private(FP)
On-site H1N1 flu vaccinations
35%
25%
51%
36%
64%
Fitness center membership subsidy/reimbursement
33%
30%
40%
36%
19%
Health and lifestyle coaching
33%
28%
32%
36%
56%
Govt > Private(FP), NP,
Public(FP)
Preventive programs specifically targeting
employees with chronic health conditions
33%
29%
28%
45%
47%
Public(FP), Govt > Private(FP),
NP
Weight-loss program
30%
26%
25%
40%
42%
Govt > NP
Rewards or bonuses for achieving or completing
certain health and wellness goals/programs
28%
27%
25%
32%
36%
On-site fitness center
21%
13%
35%
27%
33%
On-site blood pressure machine
20%
16%
25%
25%
22%
25%
Nutritional counseling
18%
17%
20%
18%
On-site fitness classes
14%
7%
26%
14%
33%
Health care premium discount for getting an annual
health risk assessment
12%
11%
9%
18%
11%
NP, Govt > Private(FP)
NP, Govt > Private(FP)
Massage therapy services at work
12%
10%
14%
14%
11%
On-site sick room
12%
12%
16%
13%
0%
NP > Govt
Health care premium discount for not using
tobacco products
11%
12%
3%
19%
8%
Public(FP) > NP
On-site medical clinic
10%
5%
19%
10%
22%
Stress-reduction program
10%
7%
14%
9%
17%
Health care premium discount for participating in a
wellness program
9%
9%
5%
15%
6%
Fitness equipment subsidy/reimbursement
5%
3%
8%
6%
0%
On-site nap room
5%
4%
5%
6%
6%
Health care premium discount for participating in a
weight-loss program
4%
4%
2%
10%
3%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 57
Table C-3
Retirement Savings and Planning Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Differences Based
on Staff Size*
Defined contribution retirement plan
92%
86%
93%
98%
Large > small
Employer match for defined contribution retirement plan
72%
67%
72%
76%
Defined contribution plan loans
69%
73%
70%
63%
Balanced funds
60%
54%
62%
62%
Target-date retirement funds
46%
44%
45%
51%
Individual investment advice
40%
37%
41%
43%
Automatic enrollment into defined contribution
retirement plan
39%
32%
38%
50%
Retirement planning services
39%
36%
39%
44%
Roth 401(k) savings plan
28%
28%
28%
29%
Defined benefit pension plan
27%
20%
25%
40%
Automatic escalation of salary deferral amounts for defined
contribution plans
18%
13%
19%
22%
Supplemental executive retirement plan (SERP)
11%
4%
9%
23%
Large > medium, small
Cash balance pension plan
9%
7%
7%
14%
Large > medium, small
Formal phased retirement program
6%
4%
3%
12%
Large > medium, small
401(k) debit card
2%
1%
2%
2%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Large > medium, small
Large > medium, small
58 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table C-4
Retirement Savings and Planning Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Differences Based on Sector*
Defined contribution retirement plan
92%
90%
95%
98%
83%
Employer match for defined contribution
retirement plan
72%
69%
76%
85%
42%
Defined contribution plan loans
69%
70%
72%
65%
64%
Balanced funds
60%
61%
49%
73%
44%
Private(FP), Public(FP) > NP,
Govt
Target-date retirement funds
46%
46%
45%
53%
31%
Public(FP) > Govt
Individual investment advice
40%
37%
44%
47%
42%
Automatic enrollment into defined contribution
retirement plan
39%
34%
45%
47%
44%
Retirement planning services
39%
37%
39%
41%
50%
Roth 401(k) savings plan
28%
30%
24%
34%
19%
Defined benefit pension plan
27%
19%
35%
22%
83%
Automatic escalation of salary deferral amounts for
defined contribution plans
18%
17%
15%
27%
11%
Supplemental executive retirement plan (SERP)
11%
5%
15%
25%
8%
Cash balance pension plan
9%
5%
13%
14%
11%
Formal phased retirement program
6%
3%
6%
6%
25%
401(k) debit card
2%
2%
3%
1%
0%
Public(FP) > Private(FP), Govt
Private(FP), NP > Govt
Govt > Private(FP), NP,
Public(FP)
Public(FP) > Private(FP)
Govt > Private(FP)
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Table D-3
Financial and Compensation Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Payroll deductions
93%
On-site parking
90%
Life insurance
Differences Based on
Staff Size*
88%
95%
94%
89%
90%
91%
87%
80%
88%
94%
Business cell phone or handheld device for personal use
62%
58%
62%
66%
Undergraduate educational assistance
62%
44%
64%
80%
Large > medium, small
Medium > small
Life insurance for dependents
58%
44%
58%
77%
Large > medium, small
Medium > small
Incentive bonus plan (executive)
54%
48%
53%
63%
Large > small
Graduate educational assistance
56%
38%
57%
75%
Large > medium, small
Medium > small
Automobile allowances for business use of personal
vehicles
49%
45%
53%
46%
Incentive bonus plan (nonexecutive)
46%
42%
46%
51%
Large > small
Employee referral bonus
41%
23%
46%
53%
Large, medium > small
Shift premiums
41%
20%
45%
59%
Large > medium, small
Medium > small
continued on page 59
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 59
Table D-3
Financial and Compensation Benefits (by Organization Staff Size) (continued from page 58)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Differences Based on
Staff Size*
Employee discounts on company services
38%
25%
40%
50%
Large > medium, small
Medium > small
Credit union
36%
22%
42%
42%
Large, medium > small
Donations for participation in charitable events
34%
29%
35%
37%
Full flexible benefits plan
30%
18%
29%
44%
Spot bonus
30%
31%
26%
36%
Financial planning services
28%
18%
29%
40%
Large > medium, small
Medium > small
Employee computer purchase discounts (not a loan)
26%
13%
25%
41%
Large > medium, small
Medium > small
Sign-on bonus (executive)
26%
13%
29%
38%
Large > medium, small
Medium > small
Accelerated death benefits
25%
14%
27%
36%
Large > small
Accident insurance
24%
17%
19%
39%
Large > medium, small
Company-owned car for employee use
23%
19%
26%
22%
Matching charitable contributions
23%
16%
24%
31%
Payroll advances
19%
20%
19%
15%
Loans to employees for emergency/disaster assistance
18%
15%
22%
16%
Scholarships for members of employees’ families
17%
6%
15%
33%
Large > medium, small
Medium > small
Credit counseling service
16%
10%
16%
24%
Large > small
Sign-on bonus (nonexecutive)
16%
7%
17%
25%
Large > small
Retention bonus (executive)
14%
6%
14%
23%
Large > small
Qualified transportation spending account
12%
6%
15%
15%
Large, medium > small
Stock purchase plan
12%
4%
14%
20%
Large > small
Retention bonus (nonexecutive)
11%
3%
12%
20%
Large > small
Transit subsidy
11%
8%
10%
17%
Large > small
Auto insurance program
10%
4%
9%
20%
Large > medium, small
Incentive stock options (ISOs)
10%
4%
10%
15%
Large > small
On-site check cashing
9%
4%
10%
13%
Large > small
Loans for employees to purchase personal computers
7%
4%
10%
8%
Low-/no-interest loans to employees for non-emergency
situations
7%
4%
9%
7%
Parking subsidy
7%
7%
5%
10%
Non-qualified stock options (NQSOs or NSOs)
6%
3%
4%
13%
Large > small
Carpooling subsidy
5%
1%
5%
9%
Large > small
Free computers to employees for personal use
5%
8%
4%
4%
Educational loans for members of employees’ families
3%
1%
3%
4%
Free or discounted home Internet service
3%
2%
3%
3%
Personal tax services
2%
2%
2%
4%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Large > medium, small
Medium > small
Large > small
60 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table D-4
Financial and Compensation Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Payroll deductions
93%
92%
93%
94%
97%
On-site parking
90%
90%
86%
94%
92%
Life insurance
87%
84%
93%
88%
100%
Business cell phone or handheld device for
personal use
62%
63%
55%
69%
50%
Differences Based on Sector*
Govt > Private(FP)
Undergraduate educational assistance
62%
53%
69%
72%
83%
Life insurance for dependents
58%
54%
51%
78%
64%
Public(FP) , Govt > Private(FP)
Public(FP) > Private(FP), NP
Incentive bonus plan (executive)
54%
58%
37%
80%
8%
Public(FP) > Private(FP), NP, Govt
Private(FP) > NP, Govt
Graduate educational assistance
56%
46%
65%
67%
72%
Govt, Public(FP) > Private(FP)
Automobile allowances for business use of personal
vehicles
49%
51%
40%
49%
61%
Incentive bonus plan (nonexecutive)
46%
51%
31%
67%
6%
Public(FP) > Private(FP), NP, Govt
Private(FP), NP > Govt
NP > Govt
Employee referral bonus
41%
43%
30%
59%
8%
Public(FP) > NP, Govt
Private(FP), NP > Govt
Shift premiums
41%
37%
35%
57%
44%
Public(FP) > Private(FP), NP
Employee discounts on company services
38%
39%
33%
51%
17%
Public(FP) > Private(FP), NP, Govt
Private(FP), NP > Govt
Credit union
36%
31%
50%
35%
47%
NP > Private(FP)
Donations for participation in charitable events
34%
42%
18%
38%
0%
Private(FP), Public(FP) > NP, Govt
Full flexible benefits plan
30%
26%
35%
36%
28%
Spot bonus
30%
31%
29%
38%
11%
Financial planning services
28%
24%
31%
35%
31%
Employee computer purchase discounts
(not a loan)
26%
22%
22%
43%
25%
Public(FP) > Private(FP), NP, Govt
Sign-on bonus (executive)
26%
26%
20%
44%
3%
Public(FP) > Private(FP), NP, Govt
Private(FP), NP > Govt
Private(FP) > Govt
Public(FP), Private(FP) > Govt
Accelerated death benefits
25%
23%
27%
35%
14%
Accident insurance
24%
22%
17%
35%
25%
Private(FP) > NP
Company-owned car for employee use
23%
24%
15%
23%
39%
Govt > Private(FP), NP
Matching charitable contributions
23%
25%
10%
42%
3%
Public(FP) > Private(FP), NP, Govt
Private(FP) > NP, Govt
Payroll advances
19%
22%
19%
13%
6%
Loans to employees for emergency/disaster
assistance
18%
20%
19%
16%
3%
Scholarships for members of employees’ families
17%
12%
16%
32%
19%
Credit counseling service
16%
15%
20%
17%
14%
Sign-on bonus (nonexecutive)
16%
15%
14%
25%
3%
Retention bonus (executive)
14%
11%
15%
24%
11%
Qualified transportation spending account
12%
11%
13%
16%
11%
Stock purchase plan
12%
8%
0%
47%
0%
Retention bonus (nonexecutive)
11%
8%
12%
19%
8%
Transit subsidy
11%
8%
20%
11%
11%
Auto insurance program
10%
9%
7%
16%
8%
Incentive stock options (ISOs)
10%
6%
1%
38%
0%
continued on page 61
Public(FP) > Private(FP), NP, Govt
Public(FP) > Govt
Public(FP) > Private(FP), NP, Govt
Public(FP) > Private(FP), NP, Govt
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 61
Table D-4
Financial and Compensation Benefits (by Organization Sector) (continued from page 60)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
On-site check cashing
9%
5%
15%
10%
17%
Loans for employees to purchase personal computers
7%
7%
8%
6%
11%
Low-/no-interest loans to employees for nonemergency situations
7%
7%
5%
8%
3%
Parking subsidy
7%
6%
12%
3%
11%
Non-qualified stock options (NQSOs or NSOs)
6%
3%
0%
26%
0%
Carpooling subsidy
5%
4%
4%
7%
8%
Free computers to employees for personal use
5%
4%
11%
3%
3%
Government
Sector
Educational loans for members of employees’ families
3%
2%
2%
3%
6%
Free or discounted home Internet service
3%
4%
2%
2%
0%
Personal tax services
2%
3%
3%
1%
0%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences Based on Sector*
Public(FP) > Private(FP), NP, Govt
62 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table E-3
Paid Leave Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Paid holidays
97%
98%
98%
93%
Paid bereavement leave
89%
84%
91%
92%
Paid jury duty above what is required by law
68%
69%
70%
66%
Paid time off plan
47%
47%
48%
45%
Paid vacation plan
44%
44%
43%
44%
Differences Based on
Staff Size*
Floating holidays
43%
42%
43%
46%
Paid sick leave plan
36%
36%
34%
39%
Paid personal day(s)
29%
33%
27%
29%
Paid family leave
24%
21%
21%
31%
Large > medium, small
Paid military leave
22%
15%
21%
34%
Large > medium, small
Family leave above required federal FMLA leave
20%
14%
21%
25%
Large > small
Paid time off to serve on the board of a community
group or professional association
20%
24%
19%
17%
Family leave above required state FMLA leave
19%
13%
20%
22%
Paid time off cash-out option
19%
16%
20%
21%
Paid vacation cash-out option
18%
18%
19%
16%
Paid maternity leave
17%
12%
17%
23%
Paid paternity leave
17%
11%
18%
20%
Paid time off for volunteering
17%
19%
14%
19%
Parental leave above federal FMLA leave
17%
10%
19%
23%
Parental leave above state FMLA leave
17%
11%
19%
20%
20%
Large > small
Large > small
Time bank of vacation leave
17%
17%
14%
Paid adoption leave
16%
10%
18%
20%
Large > small
Unpaid sabbatical program
16%
9%
20%
20%
Large, medium > small
Time bank of paid time off
15%
10%
16%
19%
Elder care leave above federal FMLA leave
11%
8%
13%
14%
Elder care leave above state FMLA leave
11%
8%
13%
13%
Time bank of sick leave
11%
12%
12%
8%
Paid day off for employee’s birthday
10%
9%
12%
8%
Emergency flexibility
7%
6%
6%
7%
Paid sick leave cash-out option
7%
5%
8%
7%
Vacation purchase plan
5%
4%
4%
9%
Paid sabbatical program
4%
1%
4%
9%
Company-paid time off for group vacations
1%
1%
2%
1%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Large > small
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 63
Table E-4
Paid Leave Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Paid holidays
97%
Paid bereavement leave
89%
Paid jury duty above what is required by law
Paid time off plan
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
97%
93%
100%
100%
Public(FP), Govt > NP
87%
90%
98%
83%
Public(FP) > Private(FP),Govt
68%
66%
71%
72%
67%
47%
44%
51%
52%
44%
Paid vacation plan
44%
45%
39%
40%
56%
Floating holidays
43%
39%
43%
58%
42%
Public(FP) >
Paid sick leave plan
36%
34%
40%
32%
56%
Govt >
Private(FP), NP, Public(FP)
Paid personal day(s)
29%
30%
30%
28%
28%
Paid family leave
24%
17%
36%
20%
50%
Govt >
Private(FP), NP, Public(FP)
Paid military leave
22%
16%
21%
34%
44%
Govt >
Private(FP), NP
Family leave above required federal FMLA leave
20%
18%
18%
25%
31%
Paid time off to serve on the board of a community
group or professional association
20%
19%
25%
17%
19%
Family leave above required state FMLA leave
19%
17%
16%
24%
22%
Paid time off cash-out option
19%
19%
18%
19%
22%
Paid vacation cash-out option
18%
20%
12%
17%
28%
Paid maternity leave
17%
13%
26%
17%
22%
Paid paternity leave
17%
11%
25%
20%
33%
Paid time off for volunteering
17%
15%
19%
25%
8%
Differences Based on Sector*
Govt > Private(FP)
Parental leave above federal FMLA leave
17%
15%
17%
22%
28%
Parental leave above state FMLA leave
17%
16%
16%
22%
22%
Time bank of vacation leave
17%
14%
19%
16%
33%
Govt >
Private(FP), NP, Public(FP)
Paid adoption leave
16%
10%
25%
19%
33%
Govt >
Private(FP), Public(FP)
Unpaid sabbatical program
16%
12%
24%
9%
44%
Govt >
Private(FP), NP, Public(FP)
NP > Private(FP), Public(FP
Time bank of paid time off
15%
11%
20%
11%
36%
Govt >
Private(FP), Public(FP)
Elder care leave above federal FMLA leave
11%
10%
9%
14%
22%
Elder care leave above state FMLA leave
11%
11%
9%
14%
19%
Time bank of sick leave
11%
9%
11%
8%
39%
Paid day off for employee’s birthday
10%
10%
12%
7%
8%
Emergency flexibility
7%
7%
5%
10%
3%
Paid sick leave cash-out option
7%
6%
4%
6%
22%
Vacation purchase plan
5%
5%
3%
9%
6%
Paid sabbatical program
4%
3%
10%
0%
11%
Company-paid time off for group vacations
1%
2%
1%
0%
0%
(= 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Govt >
Private(FP), Public(FP)
Govt , NP > Public(FP)
64 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table F-3
Family-Friendly Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Differences Based on
Staff Size*
Large, medium > small
Dependent care flexible spending account
72%
56%
77%
83%
Bring child to work in emergency
30%
38%
31%
20%
Small, medium > large
On-site lactation/mother’s room
28%
20%
26%
42%
Large > medium, small
Child care referral service
17%
7%
16%
28%
Large > medium, small
Domestic partner benefits for same-sex partners
(not including health care coverage)
15%
8%
17%
20%
Large > small
529 plan
13%
9%
13%
20%
Large > small
Domestic partner benefits for opposite-sex partners
(not including health care coverage)
13%
9%
15%
17%
Elder care referral service
11%
6%
10%
17%
Large > small
Adoption assistance
9%
3%
10%
16%
Large > small
On-site vaccinations for infants/children
5%
4%
3%
11%
Large > medium
Access to backup child care services
4%
1%
3%
8%
Lactation support services
4%
1%
2%
10%
Large > small
Subsidized child care center
4%
1%
3%
10%
Large > small
Geriatric counseling
4%
1%
2%
9%
Nonsubsidized child care center
3%
0%
3%
6%
Large > small
Parenting workplace seminars
3%
0%
3%
7%
Large > small
Access to backup elder care services
2%
1%
2%
5%
Babies at work
1%
2%
1%
1%
Consortium child care center
1%
0%
0%
2%
Elder care assisted living assessments
1%
0%
0%
2%
Elder care in-home assessments
1%
0%
0%
4%
Foster care assistance
1%
1%
1%
2%
On-site elder care fairs
1%
0%
0%
2%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 65
Table F-4
Family-Friendly Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Dependent care flexible spending account
72%
64%
Bring child to work in emergency
30%
32%
On-site lactation/mother’s room
28%
25%
Child care referral service
17%
16%
Domestic partner benefits for same-sex
partners (not including health care coverage)
15%
529 plan
Domestic partner benefits for opposite-sex
partners (not including health care coverage)
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Differences Based on Sector*
78%
83%
89%
Govt > Private(FP)
31%
22%
31%
36%
33%
25%
18%
24%
3%
14%
13%
23%
14%
13%
11%
15%
19%
22%
13%
12%
14%
18%
11%
Elder care referral service
11%
12%
9%
14%
3%
Adoption assistance
9%
8%
7%
18%
3%
Public(FP) > Govt
On-site vaccinations for infants/children
5%
4%
8%
2%
17%
Govt > Public(FP)
Public(FP) > Govt
Access to backup child care services
4%
4%
5%
6%
0%
Lactation support services
4%
1%
10%
3%
11%
Govt > Private(FP)
Subsidized child care center
4%
1%
11%
2%
11%
NP, Govt > Private(FP)
Geriatric counseling
4%
3%
4%
3%
3%
Nonsubsidized child care center
3%
1%
5%
1%
14%
Parenting workplace seminars
3%
2%
6%
2%
6%
Access to backup elder care services
2%
2%
2%
3%
0%
Babies at work
1%
1%
1%
3%
3%
Consortium child care center
1%
0%
1%
2%
0%
Elder care assisted living assessments
1%
0%
2%
1%
0%
Elder care in-home assessments
1%
0%
4%
1%
0%
Foster care assistance
1%
0%
2%
2%
6%
On-site elder care fairs
1%
0%
2%
0%
3%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Govt > Private(FP), Public(FP)
66 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table G-3
Flexible Working Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Differences Based on Staff Size*
Casual dress day (one day per week)
57%
59%
57%
57%
Flextime
49%
44%
51%
54%
Large > small
Telecommuting on an ad-hoc basis
44%
37%
46%
51%
Large > small
Break arrangements
43%
42%
45%
43%
Mealtime flex
39%
45%
36%
36%
Casual dress (every day)
34%
35%
33%
32%
Compressed workweek
34%
28%
35%
41%
Telecommuting on a part-time basis
34%
29%
35%
38%
Casual dress (seasonal)
23%
20%
26%
23%
Shift flexibility
19%
11%
20%
28%
Large > small
Seasonal scheduling
17%
9%
19%
25%
Large, medium > small
Telecommuting on a full-time basis
17%
12%
15%
26%
Large > small
Job sharing
13%
9%
13%
18%
Alternating location arrangements
4%
1%
3%
8%
Results-only work environment (ROWE)
1%
2%
1%
1%
Large > small
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Table G-4
Flexible Working Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Differences Based on Sector*
Govt > Private(FP), NP
Casual dress day (one day per week)
57%
55%
51%
65%
78%
Flextime
49%
46%
50%
56%
58%
Telecommuting on an ad-hoc basis
44%
42%
39%
56%
50%
Break arrangements
43%
45%
41%
36%
50%
Mealtime flex
39%
41%
40%
26%
50%
Casual dress (every day)
34%
37%
25%
33%
33%
Compressed workweek
34%
31%
35%
32%
69%
Telecommuting on a part-time basis
34%
33%
38%
31%
36%
Casual dress (seasonal)
23%
23%
23%
20%
36%
Shift flexibility
19%
20%
20%
18%
11%
Seasonal scheduling
17%
14%
25%
9%
36%
Telecommuting on a full-time basis
17%
13%
23%
20%
22%
Job sharing
13%
12%
17%
9%
22%
Alternating location arrangements
4%
1%
7%
7%
3%
Results-only work environment (ROWE)
1%
1%
4%
1%
0%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Public(FP) >
Private(FP), NP
Govt > Public(FP)
Govt > Private(FP), NP, Public(FP)
Govt > Private(FP), Public(FP)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 67
Table H-3
Personal Services Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Direct deposit
98%
Professional development opportunities
90%
96%
97%
100%
87%
90%
Professional memberships
90%
95%
91%
91%
88%
Differences Based on
Staff Size*
Certification/recertification fees
71%
71%
71%
69%
Professional license application or renewal fees
70%
68%
73%
67%
Cross-training to develop skills not directly related
to the job
49%
43%
48%
57%
Large > small
Free/discounted uniforms
30%
23%
32%
36%
Large > small
Food services/subsidized cafeteria
22%
8%
17%
48%
Large > medium, small
Organization-sponsored sports teams
22%
12%
27%
25%
Large, medium > small
Legal assistance/services
20%
8%
21%
33%
Large > medium, small
Medium > small
Large > medium, small
On-site ATMs
20%
4%
17%
44%
Executive club memberships
19%
13%
20%
21%
Postal services for employees
19%
18%
20%
20%
Mentoring program
17%
8%
13%
36%
Large > medium, small
Career counseling
15%
7%
16%
22%
Large > small
15%
College/school selection/referral
11%
7%
11%
Paycards
11%
7%
10%
17%
Travel planning services
10%
7%
10%
14%
Large > small
Employer-sponsored personal shopping discounts
9%
2%
6%
20%
Large > medium, small
English as a second language (ESL) classes
8%
6%
6%
16%
Large > medium, small
Dry cleaning services
7%
3%
10%
9%
Foreign language classes
7%
3%
3%
16%
Pet health insurance
4%
1%
3%
9%
Large > small
Prepared take-home meals
3%
1%
0%
9%
Large > medium, small
Self-defense training
3%
2%
3%
5%
Concierge services
2%
1%
2%
4%
On-site haircuts
1%
1%
1%
3%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Large > medium, small
68 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table H-4
Personal Services Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Direct deposit
98%
96%
99%
100%
97%
Professional development opportunities
90%
89%
94%
88%
97%
Professional memberships
90%
91%
90%
88%
94%
Certification/recertification fees
71%
73%
63%
73%
72%
Professional license application or renewal fees
70%
71%
63%
73%
78%
Cross-training to develop skills not directly related
to the job
49%
48%
45%
51%
58%
Free/discounted uniforms
30%
30%
25%
32%
42%
Differences Based on Sector*
Food services/subsidized cafeteria
22%
16%
23%
37%
22%
Public(FP) > Private(FP), NP, Govt
Organization-sponsored sports teams
22%
26%
13%
23%
14%
Private(FP) > NP
Legal assistance/services
20%
19%
24%
22%
19%
On-site ATMs
20%
13%
26%
32%
28%
Executive club memberships
19%
20%
15%
20%
11%
Postal services for employees
19%
20%
19%
18%
14%
Mentoring program
17%
15%
19%
25%
11%
Career counseling
15%
14%
16%
18%
11%
College/school selection/referral
11%
9%
12%
11%
17%
Paycards
11%
11%
7%
19%
14%
Travel planning services
10%
10%
7%
17%
3%
Employer-sponsored personal shopping discounts
9%
6%
8%
18%
8%
English as a second language (ESL) classes
8%
8%
8%
7%
17%
Dry cleaning services
7%
8%
3%
13%
3%
Foreign language classes
7%
6%
6%
3%
19%
Pet health insurance
4%
4%
3%
6%
3%
Prepared take-home meals
3%
2%
3%
7%
0%
Self-defense training
3%
1%
5%
5%
8%
Concierge services
2%
2%
5%
1%
3%
On-site haircuts
1%
1%
3%
0%
6%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Public(FP) > Private(FP)
Public(FP) > Govt
Govt > Public(FP)
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 69
Table I-3
Housing and Relocation Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Differences Based on Staff Size*
Temporary relocation benefits
28%
12%
30%
43%
Large > medium, small
Medium > small
Relocation lump-sum payment
28%
13%
30%
41%
Large > medium, small
Medium > small
Location visit assistance
20%
10%
21%
30%
Large > small
Assistance selling previous home
11%
1%
12%
20%
Large > small
Cost-of-living differential
10%
3%
12%
14%
Large > small
Spouse relocation assistance
10%
4%
14%
11%
Medium > small
Home insurance program
6%
3%
6%
11%
Housing counseling
6%
2%
6%
9%
Reimbursement for financial loss sustained
from a home sale
5%
1%
6%
7%
Mortgage assistance
3%
1%
3%
5%
Rental assistance
3%
1%
4%
6%
Renter insurance program
3%
1%
3%
7%
Down payment assistance
2%
1%
2%
4%
Mortgage insurance
1%
1%
0%
2%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Table I-4
Housing and Relocation Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Temporary relocation benefits
28%
28%
Relocation lump-sum payment
25%
25%
Location visit assistance
20%
Assistance selling previous home
11%
Publicly Owned
For-Profit
Organization
Government
Sector
18%
42%
14%
Public(FP) > Private(FP), NP, Govt
25%
49%
8%
Public(FP) > Private(FP), NP, Govt
20%
16%
30%
8%
Public(FP) > NP, Govt
11%
2%
25%
3%
Public(FP) > NP, Govt
Cost-of-living differential
11%
11%
5%
15%
8%
Spouse relocation assistance
10%
10%
5%
20%
3%
Home insurance program
6%
6%
4%
14%
3%
Housing counseling
5%
5%
3%
11%
0%
Reimbursement for financial loss sustained from
a home sale
5%
5%
0%
9%
0%
Mortgage assistance
4%
4%
1%
5%
0%
Rental assistance
3%
3%
0%
10%
0%
Renter insurance program
3%
3%
3%
5%
0%
Down payment assistance
3%
3%
0%
2%
0%
Mortgage insurance
1%
1%
1%
1%
0%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences Based on Sector*
Public(FP) > NP, Govt
70 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table J-3
Business Travel Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Per diem for meals
65%
61%
67%
68%
Employee keeps frequent flyer miles
64%
64%
61%
69%
Employee keeps hotel points
64%
65%
61%
69%
Business laptop for personal use while on business travel
62%
55%
65%
65%
Paid Internet access while on business travel
55%
53%
56%
54%
Paid long-distance calls home while on business travel
54%
50%
55%
59%
Travel accident insurance
37%
30%
36%
48%
Car or limo service to/from airport
35%
29%
38%
39%
Rental car upgrades
13%
14%
13%
14%
First or business class airfare
12%
8%
14%
14%
Paid dry cleaning while on business travel
12%
9%
13%
15%
Paid minibar snacks at hotel
9%
9%
10%
8%
Additional pay for weekend travel
7%
7%
9%
4%
Paid travel expenses for spouse
6%
6%
6%
6%
Paid airline club membership
5%
6%
4%
5%
Paid pay-per-view movies at hotel
5%
7%
4%
4%
Paid health club fees while on business travel
3%
4%
3%
2%
Child care expenses while on business travel
2%
2%
2%
1%
Pet care arrangements while on business travel
1%
1%
2%
1%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Differences Based on
Staff Size*
Large > medium, small
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 71
Table J-4
Business Travel Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Differences Based on Sector*
Per diem for meals
65%
62%
65%
66%
92%
Govt > Private(FP), NP, Public(FP)
Employee keeps frequent flyer miles
64%
67%
56%
68%
44%
Private(FP), Public(FP) > Govt
Employee keeps hotel points
64%
67%
56%
72%
44%
Private(FP), Public(FP) > Govt
Business laptop for personal use while on
business travel
62%
63%
55%
66%
58%
Paid Internet access while on business travel
55%
57%
47%
60%
44%
Paid long-distance calls home while on
business travel
54%
57%
40%
78%
22%
Public(FP) > Private(FP), NP, Govt
Private(FP), NP > Govt
Public(FP) > Private(FP), NP, Govt
Travel accident insurance
37%
35%
33%
55%
28%
Car or limo service to/from airport
35%
39%
27%
35%
25%
Rental car upgrades
13%
17%
4%
15%
6%
First or business class airfare
12%
14%
7%
15%
8%
Paid dry cleaning while on business travel
12%
12%
11%
19%
3%
Paid minibar snacks at hotel
9%
10%
6%
14%
0%
Additional pay for weekend travel
7%
8%
6%
6%
0%
Paid travel expenses for spouse
6%
6%
5%
6%
3%
Paid airline club membership
5%
5%
7%
3%
0%
Paid pay-per-view movies at hotel
5%
6%
5%
3%
0%
Paid health club fees while on business travel
3%
4%
3%
1%
0%
Child care expenses while on business travel
2%
2%
1%
1%
0%
Pet care arrangements while on business travel
1%
1%
1%
3%
0%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Private(FP) > NP
72 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Table K-3
Other Benefits (by Organization Staff Size)
Overall
Small
(1–99 Employees)
Medium
(100–499 Employees)
Large
(500 or More Employees)
Differences Based on Staff Size*
Holiday parties
79%
84%
80%
74%
Small > large
Milestone rewards
68%
56%
69%
80%
Large > medium, small
Medium > small
Company picnic
56%
53%
57%
57%
Noncash companywide performance awards
47%
42%
51%
47%
Community volunteer programs
40%
27%
38%
59%
Large > medium, small
Medium > small
Discount ticket services
37%
24%
38%
51%
Large > medium, small
Medium > small
Company-purchased tickets
32%
31%
33%
33%
Take your child to work day
25%
23%
23%
31%
Pets at work
6%
7%
6%
4%
Take your parent to work day
1%
1%
1%
1%
Take your pet to work day
1%
1%
1%
2%
(n = 532)
* Indicates a significant difference based on staff size. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Table K-4
Other Benefits (by Organization Sector)
Overall
Privately Owned
For-Profit
Organization
Nonprofit
Organization
Publicly Owned
For-Profit
Organization
Government
Sector
Differences Based on Sector*
Holiday parties
79%
83%
82%
77%
50%
Private(FP), NP, Public(FP) > Govt
Milestone rewards
68%
65%
75%
73%
58%
39%
Company picnic
56%
59%
51%
60%
Noncash companywide performance awards
47%
51%
44%
50%
22%
Private(FP), NP, Public(FP) > Govt
Community volunteer programs
40%
35%
39%
56%
36%
Public(FP) > Private(FP), NP, Govt
Discount ticket services
37%
35%
39%
45%
31%
Company-purchased tickets
32%
43%
16%
28%
6%
Take your child to work day
25%
22%
30%
30%
25%
Pets at work
6%
7%
5%
3%
0%
Take your parent to work day
1%
2%
2%
1%
0%
Take your pet to work day
1%
1%
3%
1%
3%
(n = 529)
Privately owned for-profit organization = Private(FP)
Nonprofit organization = NP
Publicly owned for-profit organization = Public(FP)
Government sector = Govt
* Indicates a significant difference by sector. Blank cells in the last column indicate that no statistically significant differences were found.
Source: 2010 Employee Benefits (SHRM, 2010)
Private(FP), NP, Public(FP) > Govt
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 73
Prevalence of Benefits (In Alphabetical Order)
Prevalence of Benefits (continued)
56%
Credit counseling service
16%
401(k) debit card
2%
Credit union
36%
529 plan
13%
Critical illness insurance
21%
Accelerated death benefits
25%
Cross-training to develop skills not directly related to the job
49%
Access to backup child care services
4%
Defined benefit pension plan
27%
Access to backup elder care services
2%
Defined contribution plan loans
69%
Accident insurance
24%
Defined contribution retirement plan
92%
Accidental death and dismemberment insurance (AD&D)
82%
Dental insurance
94%
Acupressure/acupuncture medical coverage
31%
Dependent care flexible spending account
72%
Additional pay for weekend travel
7%
Direct deposit
98%
Adoption assistance
9%
Discount ticket services
37%
Alternating location arrangements
4%
13%
Alternative/complementary medical coverage
14%
Domestic partner benefits for opposite-sex partners (not including health care
coverage)
Assistance selling previous home
11%
Domestic partner benefits for same-sex partners (not including health
care coverage)
15%
24-hour nurse line
Auto insurance program
10%
Automatic enrollment into defined contribution retirement plan
39%
Automatic escalation of salary deferral amounts for defined contribution plans
18%
Automobile allowances for business use of personal vehicles
49%
Babies at work
1%
Balanced funds
60%
Bariatric coverage for weight loss
31%
Break arrangements
43%
Bring child to work in emergency
30%
Business cell phone or handheld device for personal use
62%
Business laptop for personal use while on business travel
62%
Cancer insurance
31%
Car or limo service to/from airport
35%
Career counseling
15%
Carpooling subsidy
5%
Cash balance pension plan
9%
Casual dress (every day)
34%
Casual dress day (one day per week)
57%
Casual dress (seasonal)
23%
Certification/recertification fees
71%
Child care expenses while on business travel
2%
Child care referral service
17%
Chiropractic coverage
85%
College/school selection/referral
11%
Community volunteer programs
40%
Company picnic
56%
Company-owned car for employee use
23%
Company-paid time off for group vacations
1%
Company-purchased tickets
32%
Compressed workweek
34%
Concierge services
2%
Consortium child care center
1%
Consumer-directed health care plan (CDHP)
16%
Contraceptive coverage
68%
Cost-of-living differential
10%
CPR/first aid training
55%
Domestic partner health care coverage (opposite-sex)
37%
Domestic partner health care coverage (same-sex)
38%
Donations for participation in charitable events
34%
Down payment assistance
2%
Dry cleaning services
7%
Educational loans for members of employees’ families
3%
Elder care assisted living assessments
1%
Elder care in-home assessments
1%
Elder care leave above federal FMLA leave
11%
Elder care leave above state FMLA leave
11%
Elder care referral service
11%
Elective procedures coverage
7%
Emergency flexibility
7%
Employee assistance program (EAP)
75%
Employee computer purchase discounts (not a loan)
26%
Employee discounts on company services
38%
Employee referral bonus
41%
Employer match for defined contribution retirement plan
72%
Employer-matched contributions to health savings account (HSA)
7%
Employer-sponsored personal shopping discounts
9%
English as a second language (ESL) classes
8%
Exclusive provider organization (EPO)
9%
Executive club memberships
19%
Experimental/elective drug coverage
3%
Family leave above required federal FMLA leave
20%
Family leave above required state FMLA leave
19%
Financial planning services
28%
First or business class airfare
12%
Fitness center membership subsidy/reimbursement
33%
Fitness equipment subsidy/reimbursement
5%
Flextime
49%
Floating holidays
43%
Food services/subsidized cafeteria
22%
Foreign language classes
7%
Formal phased retirement program
6%
74 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Prevalence of Benefits (continued)
Prevalence of Benefits (continued)
Foster care assistance
1%
Mealtime flex
Free computers to employees for personal use
5%
Medical flexible spending accounts
39%
72%
Free or discounted home Internet service
3%
Mental health coverage
82%
Free/discounted uniforms
30%
Mentoring program
17%
Full flexible benefits plan
30%
Milestone rewards
68%
Gender reassignment surgery coverage
2%
Mortgage assistance
3%
Geriatric counseling
4%
Mortgage insurance
1%
Graduate educational assistance
56%
Noncash companywide performance awards
47%
Grief recovery program
17%
Non-qualified stock options (NQSOs or NSOs)
6%
Health and lifestyle coaching
33%
Nonsubsidized child care center
3%
Health care coverage for dependent grandchildren
39%
Nutritional counseling
18%
Health care coverage for foster children
37%
On-site H1N1 flu vaccinations
35%
Health care coverage for part-time workers
37%
On-site seasonal flu vaccinations
68%
Health care premium discount for getting an annual health risk assessment
12%
On-site ATMs
20%
Health care premium discount for not using tobacco products
11%
On-site blood pressure machine
20%
Health care premium discount for participating in a weight-loss program
4%
On-site check cashing
9%
Health care premium discount for participating in a wellness program
9%
On-site elder care fairs
1%
Health care premium flexible spending account
43%
On-site fitness center
21%
Health fairs
42%
On-site fitness classes
14%
Health reimbursement account (HRA)
6%
On-site haircuts
1%
Health savings account (HSA)
11%
On-site lactation/mother’s room
28%
Health screening programs
43%
On-site medical clinic
10%
HMO (health maintenance organization)
33%
On-site nap room
5%
Holiday parties
79%
On-site parking
90%
Home insurance program
6%
On-site sick room
12%
Hospital indemnity insurance
19%
On-site vaccinations for infants/children
5%
Housing counseling
6%
Organization-sponsored sports teams
22%
Incentive bonus plan (executive)
54%
Paid adoption leave
16%
Incentive bonus plan (nonexecutive)
46%
Paid airline club membership
5%
Incentive stock options (ISOs)
10%
Paid bereavement leave
89%
Indemnity plan (fee-for-service)
8%
Paid day off for employee’s birthday
10%
Individual investment advice
40%
Paid dry cleaning while on business travel
12%
Infertility treatment coverage (other than in-vitro fertilization)
30%
Paid family leave
24%
Intensive care insurance
19%
Paid health club fees while on business travel
3%
In-vitro fertilization coverage
25%
Paid holidays
97%
Job sharing
13%
Paid Internet access while on business travel
55%
Lactation support services
4%
Paid jury duty above what is required by law
68%
Laser-based vision correction coverage
19%
Paid long-distance calls home while on business travel
54%
Legal assistance/services
20%
Paid maternity leave
17%
Life insurance
87%
Paid military leave
22%
Life insurance for dependents
58%
Paid minibar snacks at hotel
9%
Loans for employees to purchase personal computers
7%
Paid paternity leave
17%
Loans to employees for emergency/disaster assistance
18%
Paid pay-per-view movies at hotel
5%
Location visit assistance
20%
Paid personal day(s)
29%
Long-term care insurance
31%
Paid sabbatical program
4%
Long-term disability insurance
76%
Paid sick leave cash-out option
7%
Low-/no-interest loans to employees for non-emergency situations
7%
Paid sick leave plan
36%
Mail-order prescription program
91%
Paid time off cash-out option
19%
Massage therapy services at work
12%
Paid time off for volunteering
17%
Matching charitable contributions
23%
Paid time off plan
47%
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 75
Prevalence of Benefits (continued)
Prevalence of Benefits (continued)
Paid time off to serve on the board of a community group or professional
association
20%
Paid travel expenses for spouse
6%
Paid vacation cash-out option
18%
Paid vacation plan
44%
Parental leave above federal FMLA leave
17%
Parental leave above state FMLA leave
17%
Parenting workplace seminars
3%
Parking subsidy
7%
Paycards
11%
Payroll advances
19%
Payroll deductions
93%
Personal tax services
2%
Pet care arrangements while on business travel
1%
Pet health insurance
4%
Pets at work
6%
Pharmacy management program
15%
Point of service (POS) plan
21%
Postal services for employees
19%
Preferred provider organization (PPO)
85%
Prepared take-home meals
3%
Prescription drug program coverage
96%
Preventive programs specifically targeting employees with chronic
health conditions
33%
Professional development opportunities
90%
Professional license application or renewal fees
70%
Professional memberships
90%
Qualified transportation spending account
12%
Rehabilitation assistance
45%
Reimbursement for financial loss sustained from a home sale
5%
Relocation lump-sum payment
28%
Rental assistance
3%
Rental car upgrades
13%
Renter insurance program
3%
Results-only work environment (ROWE)
1%
Retention bonus (executive)
14%
Retention bonus (nonexecutive)
11%
Retiree health care coverage
25%
Retirement planning services
39%
Rewards or bonuses for achieving or completing certain health and wellness
goals/programs
28%
Roth 401(k) savings plan
28%
Scholarships for members of employees’ families
17%
Seasonal scheduling
17%
Self-defense training
3%
Shift flexibility
19%
Shift premiums
41%
Short-term disability insurance
71%
Sign-on bonus (executive)
26%
Sign-on bonus (nonexecutive)
16%
Smoking cessation program
39%
Spot bonus
30%
Spouse relocation assistance
10%
Stock purchase plan
12%
Stress-reduction program
10%
Subsidized child care center
4%
Subsidized cost of elder care
3%
Supplemental accident insurance
44%
Supplemental executive retirement plan (SERP)
11%
Support groups
17%
Surcharges for spousal health care coverage
26%
Take your child to work day
25%
Take your parent to work day
1%
Take your pet to work day
1%
Target-date retirement funds
46%
Telecommuting on a full-time basis
17%
Telecommuting on a part-time basis
34%
Telecommuting on an ad-hoc basis
44%
Temporary relocation benefits
28%
Time bank of paid time off
15%
Time bank of sick leave
11%
Time bank of vacation leave
17%
Transit subsidy
11%
Travel accident insurance
37%
Travel planning services
10%
Undergraduate educational assistance
62%
Unpaid sabbatical program
16%
Vacation purchase plan
5%
Vision insurance
77%
Weight-loss program
30%
Wellness newsletter/column
41%
Wellness programs
59%
Wellness resources and information
75%
Wholesale generic drug program for injectable drugs
18%
Source: 2010 Employee Benefits (SHRM, 2010)
76 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Benefits Index
A
B
Accelerated death benefits
Babies at work
Table D–1, Table D–2, Table D–3, Table D–4
Table F–1, Table F–2, Table F–3, Table F–4
Access to backup child care services,
Balanced funds
Table F–1, Table F–2, Table F–3, Table F–4
Table C–1, Table C–2, Table C–3, Table C–4
Table D–1, Table D–2, Table D–3, Table D–4
Access to backup elder care services
Bariatric coverage for weight loss
Table F–1, Table F–2, Table F–3, Table F–4
Table A–1, Table A–2, Table A–3, Table A–4
Table D–1, Table D–2, Table D–3, Table D–4
Accident insurance
Bereavement leave, paid
Table D–1, Table D–2, Table D–3, Table D–4
Table E–1, Table E–2, Table E–3, Table E–4
Accident insurance, supplemental
Birthdays, paid day off
Table A–1, Table A–2, Table A–3, Table A–4
Table E–1, Table E–2, Table E–3, Table E–4
Accidental death and dismemberment
insurance
Blood pressure machine, on-site
Table A–1, Table A–2, Table A–3, Table A–4
Break arrangements
Acupressure/acupuncture medical
coverage
Table A–1, Table A–2, Table A–3, Table A–4
AD&D. See Accidental death and
dismemberment insurance
Additional pay for weekend travel
Table J–1, Table J–2, Table J–3, Table J–4
Table B–1, Table B–2, Table B–3, Table B–4
Table G–1, Table G–2, Table G–3, Table G–4
Bring child to work in emergency
Table F–1, Table F–2, Table F–3, Table F–4
Business cell phone or handheld device for
personal use
Table D–1, Table D–2, Table D–3, Table D–4
Adoption assistance
Business laptop for personal use while on
business travel
Table F–1, Table F–2, Table F–3, Table F–4
Table J–1, Table J–2, Table J–3, Table J–4
Adoption leave, paid
Business travel benefits
Table E–1, Table E–2, Table E–3, Table E–4
Table J–1, Table J–2, Table J–3, Table J–4
Airline club membership
C
Table J–1, Table J–2, Table J–3, Table J–4
Alternating location arrangements
Table G–1, Table G–2, Table G–3, Table G–4
Alternative/complementary medical
coverage
Table A–1, Table A–2, Table A–3, Table A–4
Assistance selling previous home
Table I–1, Table I–2, Table I–3, Table I–4
ATMs, on-site
Table H–1, Table H–2, Table H–3, Table H–4
Auto insurance program
Table D–1, Table D–2, Table D–3, Table D–4
Automatic enrollment into defined
contribution retirement plan
Cancer insurance
Matching
Check cashing, on-site
Table D–1, Table D–2, Table D–3, Table D–4
Child care
Access to backup services
Table F–1, Table F–2, Table F–3, Table F–4
Expenses while on business travel
Table J–1, Table J–2, Table J–3, Table J–4
Referral service
Table F–1, Table F–2, Table F–3, Table F–4
Child care center
Consortium
Table F–1, Table F–2, Table F–3, Table F–4
Nonsubsidized
Table F–1, Table F–2, Table F–3, Table F–4
Subsidized
Table F–1, Table F–2, Table F–3, Table F–4
Chiropractic coverage
Table A–1, Table A–2, Table A–3, Table A–4
College/school selection/referral
Table H–1, Table H–2, Table H–3, Table H–4
Community groups, paid time off to serve
on board
Car or limo service to/from airport
Community volunteer programs
Table J–1, Table J–2, Table J–3, Table J–4
Table K–1, Table K–2, Table K–3, Table K–4
Career counseling
Company-owned car for employee use
Table H–1, Table H–2, Table H–3, Table H–4
Table D–1, Table D–2, Table D–3, Table D–4
Carpooling subsidy
Company-paid time off for group vacations
Table D–1, Table D–2, Table D–3, Table D–4
Table E–1, Table E–2, Table E–3, Table E–4
Cash balance pension plan
Company picnic
Table C–1, Table C–2, Table C–3, Table C–4
Table K–1, Table K–2, Table K–3, Table K–4
Casual dress day
Every day
Company-purchased tickets
Table G–1, Table G–2, Table G–3, Table G–4
Automatic escalation of salary deferral
amounts for defined contribution plans
Seasonal
Table D–1, Table D–2, Table D–3, Table D–4
Charitable contributions
Donations for participation in events
Table E–1, Table E–2, Table E–3, Table E–4
One day per week
Automobile allowances for business use
of personal vehicles
Table H–1, Table H–2, Table H–3, Table H–4
Table A–1, Table A–2, Table A–3, Table A–4
Table C–1, Table C–2, Table C–3, Table C–4
Table C–1, Table C–2, Table C–3, Table C–4
Certification/recertification fees
Table G–1, Table G–2, Table G–3, Table G–4
Table G–1, Table G–2, Table G–3, Table G–4
CDHP. See Consumer-directed health
care plan
Cell phone and/or handheld device for
personal use
Table D–1, Table D–2, Table D–3, Table D–4
Table K–1, Table K–2, Table K–3, Table K–4
Compensation benefits. See Financial and
compensation benefits
Compressed workweek
Table G–1, Table G–2, Table G–3, Table G–4
Computers
Business laptop for personal use while
on travel
Table J–1, Table J–2, Table J–3, Table J–4
Free to employees for personal use
Table D–1, Table D–2, Table D–3, Table D–4
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 77
Loans for employees to purchase
Table D–1, Table D–2, Table D–3, Table D–4
Purchase discounts
Table D–1, Table D–2, Table D–3, Table D–4
Concierge services
Table H–1, Table H–2, Table H–3, Table H–4
Consortium child care center
Domestic partner health care coverage
Opposite-sex partners
Table A–1, Table A–2, Table A–3, Table A–4
Same-sex partners
Table A–1, Table A–2, Table A–3, Table A–4
Donations for participation in charitable
events
Table F–1, Table F–2, Table F–3, Table F–4
Table D–1, Table D–2, Table D–3, Table D–4
Consumer-directed health care plan
Down payment assistance
Table A–1, Table A–2, Table A–3, Table A–4
Table I–1, Table I–2, Table I–3, Table I–4
Contraceptive coverage
Table A–1, Table A–2, Table A–3, Table A–4
Drugs. See Prescription drug program
coverage
Cost-of-living differential
Dry cleaning services
Employee keeps frequent flyer miles
Table J–1, Table J–2, Table J–3, Table J–4
Employee keeps hotel points
Table J–1, Table J–2, Table J–3, Table J–4
Employee referral bonus
Table D–1, Table D–2, Table D–3, Table D–4
Employer match for defined contribution
retirement plan
Table C–1, Table C–2, Table C–3, Table C–4
Employer-matched contributions to health
saving accounts
Table A–1, Table A–2, Table A–3, Table A–4
Table I–1, Table I–2, Table I–3, Table I–4
Table H–1, Table H–2, Table H–3, Table H–4
Employer-sponsored personal shopping
discounts
CPR/first aid training
Dry cleaning while on business travel
Table H–1, Table H–2, Table H–3, Table H–4
Table B–1, Table B–2, Table B–3, Table B–4
Table J–1, Table J–2, Table J–3, Table J–4
English as a second language classes
Credit counseling service
E
Table D–1, Table D–2, Table D–3, Table D–4
Credit union
Table D–1, Table D–2, Table D–3, Table D–4
Critical illness insurance
Table A–1, Table A–2, Table A–3, Table A–4
Cross-training to develop skills not directly
related to the job
Table H–1, Table H–2, Table H–3, Table H–4
Cultural event tickets. See Companypurchased tickets
EAP. See Employee assistance program
Educational assistance
Table D–1, Table D–2, Table D–3, Table D–4
Educational loans for members of
employees' families
Table H–1, Table H–2, Table H–3, Table H–4
EPO. See Exclusive provider organization
ESL. See English as a second language
classes
Exclusive provider organization
Table A–1, Table A–2, Table A–3, Table A–4
Table D–1, Table D–2, Table D–3, Table D–4
Executive club memberships
Elder care
Access to backup services
Experimental/elective drug coverage
Table H–1, Table H–2, Table H–3, Table H–4
Table F–1, Table F–2, Table F–3, Table F–4
Table A–1, Table A–2, Table A–3, Table A–4
Assisted living assessments
F
Geriatric counseling
Family-friendly benefits
D
Table F–1, Table F–2, Table F–3, Table F–4
Defined benefit pension plan
Table F–1, Table F–2, Table F–3, Table F–4
Table F–1, Table F–2, Table F–3, Table F–4
In-home assessments
Family leave
Above and beyond required federal
FMLA leave
Table C–1, Table C–2, Table C–3, Table C–4
Defined contribution plan loans
Table C–1, Table C–2, Table C–3, Table C–4
Defined contribution retirement plan
Table C–1, Table C–2, Table C–3, Table C–4
Dental insurance
Table A–1, Table A–2, Table A–3, Table A–4
Dependent care flexible spending account
Table F–1, Table F–2, Table F–3, Table F–4
Direct deposit
Table H–1, Table H–2, Table H–3, Table H–4
Disability insurance
Table F–1, Table F–2, Table F–3, Table F–4
Leave above and beyond federal FMLA
Table E–1, Table E–2, Table E–3, Table E–4
Leave above and beyond state FMLA
Table E–1, Table E–2, Table E–3, Table E–4
On-site fairs
Table F–1, Table F–2, Table F–3, Table F–4
Referral service
Table F–1, Table F–2, Table F–3, Table F–4
Subsidized cost
Table A–1, Table A–2, Table A–3, Table A–4
Elective procedures coverage
Table A–1, Table A–2, Table A–3, Table A–4
Table A–1, Table A–2, Table A–3, Table A–4
Discount ticket services
Emergency flexibility
Table K–1, Table K–2, Table K–3, Table K–4
Table E–1, Table E–2, Table E–3, Table E–4
Domestic partner benefits (other than
health care)
Opposite-sex partners
Employee assistance program
Table F–1, Table F–2, Table F–3, Table F–4
Same-sex partners
Table F–1, Table F–2, Table F–3, Table F–4
Table A–1, Table A–2, Table A–3, Table A–4
Employee computer purchase discounts
Table D–1, Table D–2, Table D–3, Table D–4
Employee discounts on company services
Table D–1, Table D–2, Table D–3, Table D–4
Table E–1, Table E–2, Table E–3, Table E–4
Above and beyond required state FMLA
leave
Table E–1, Table E–2, Table E–3, Table E–4
Paid
Table E–1, Table E–2, Table E–3, Table E–4
Financial and compensation benefits
Table D–1, Table D–2, Table D–3, Table D–4
Financial planning services
Table D–1, Table D–2, Table D–3, Table D–4
First aid training
Table B–1, Table B–2, Table B–3, Table B–4
First or business class airfare
Table J–1, Table J–2, Table J–3, Table J–4
Fitness center, on-site
Table B–1, Table B–2, Table B–3, Table B–4
78 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Fitness center membership subsidy/
reimbursement
Graduate educational assistance
Health screening programs
Table D–1, Table D–2, Table D–3, Table D–4
Table B–1, Table B–2, Table B–3, Table B–4
Table B–1, Table B–2, Table B–3, Table B–4
Fitness classes, on-site
Grandchildren, health care coverage for
dependents
HMOs. See Health maintenance
organizations
Table B–1, Table B–2, Table B–3, Table B–4
Table A–1, Table A–2, Table A–3, Table A–4
Fitness equipment subsidy/
reimbursement
Grief recovery program
H1N1 flu vaccinations, on-site
Table B–1, Table B–2, Table B–3, Table B–4
Group vacations. See Company-paid time
off for group vacations
529 plan
Table F–1, Table F–2, Table F–3, Table F–4
Flexible spending accounts, medical
Table A–1, Table A–2, Table A–3, Table A–4
Flextime
Table G–1, Table G–2, Table G–3, Table G–4
Floating holidays
Table E–1, Table E–2, Table E–3, Table E–4
Flu vaccinations, on-site
Table B–1, Table B–2, Table B–3, Table B–4
Food services/subsidized cafeteria
Table H–1, Table H–2, Table H–3, Table H–4
Foreign language classes
Table H–1, Table H–2, Table H–3, Table H–4
Formal phased retirement program
Table C–1, Table C–2, Table C–3, Table C–4
Foster care assistance
Table F–1, Table F–2, Table F–3, Table F–4
Foster children, health care coverage
Table A–1, Table A–2, Table A–3, Table A–4
401(k) debit card
Table C–1, Table C–2, Table C–3, Table C–4
Free computers to employees for personal
use
Table D–1, Table D–2, Table D–3, Table D–4
Free/discounted uniforms
Table H–1, Table H–2, Table H–3, Table H–4
Free or discounted home Internet service
Table D–1, Table D–2, Table D–3, Table D–4
Frequent flyer miles
Table A–1, Table A–2, Table A–3, Table A–4
H
Haircuts, on-site
Health and lifestyle coaching
Home insurance program
Hospital indemnity insurance
Hotel points
Table B–1, Table B–2, Table B–3, Table B–4
Table J–1, Table J–2, Table J–3, Table J–4
Health care
Dependent grandchildren coverage
Table I–1, Table I–2, Table I–3, Table I–4
Table A–1, Table A–2, Table A–3, Table A–4
Domestic partner coverage
Table A–1, Table A–2, Table A–3, Table A–4
Foster children coverage
Table A–1, Table A–2, Table A–3, Table A–4
Part-time worker coverage
Table A–1, Table A–2, Table A–3, Table A–4
Premium discount for getting annual
health risk assessment
Table B–1, Table B–2, Table B–3, Table B–4
Premium discount for not using tobacco
products
Table B–1, Table B–2, Table B–3, Table B–4
Premium discount for participating in a
weight-loss program
Table B–1, Table B–2, Table B–3, Table B–4
Premium discount for participating in
wellness program
Housing benefits
Housing counseling
Table I–1, Table I–2, Table I–3, Table I–4
HRA. See Health reimbursement accounts
HSA. See Health savings accounts
I
In-vitro fertilization coverage
Table A–1, Table A–2, Table A–3, Table A–4
Incentive bonus plan
Executive
Table D–1, Table D–2, Table D–3, Table D–4
Nonexecutive
Table D–1, Table D–2, Table D–3, Table D–4
Incentive stock options
Table D–1, Table D–2, Table D–3, Table D–4
Indemnity plan (fee-for-service)
Table B–1, Table B–2, Table B–3, Table B–4
Table A–1, Table A–2, Table A–3, Table A–4
Premium flexible spending account
Individual investment advice
Retiree coverage
Infertility treatment coverage
In-vitro fertilization
Table A–1, Table A–2, Table A–3, Table A–4
Surcharges for spousal coverage
Health club fees while on travel
Table J–1, Table J–2, Table J–3, Table J–4
Health fairs
Table A–1, Table A–2, Table A–3, Table A–4
Table B–1, Table B–2, Table B–3, Table B–4
Generic drug program for injectable
drugs
Health maintenance organizations
Table A–1, Table A–2, Table A–3, Table A–4
Health reimbursement accounts
Table F–1, Table F–2, Table F–3, Table F–4
Table E–1, Table E–2, Table E–3, Table E–4
Table A–1, Table A–2, Table A–3, Table A–4
Table A–1, Table A–2, Table A–3, Table A–4
Geriatric counseling
Holidays, paid
Handheld devices. See Cell phone and/or
handheld device for personal use
Full flexible benefits plan
Gender reassignment surgery coverage
Table K–1, Table K–2, Table K–3, Table K–4
Table I–1, Table I–2, Table I–3, Table I–4
Table A–1, Table A–2, Table A–3, Table A–4
G
Holiday parties
Table H–1, Table H–2, Table H–3, Table H–4
Table J–1, Table J–2, Table J–3, Table J–4
Table D–1, Table D–2, Table D–3, Table D–4
Table B–1, Table B–2, Table B–3, Table B–4
Table A–1, Table A–2, Table A–3, Table A–4
Table A–1, Table A–2, Table A–3, Table A–4
Health savings accounts
Table A–1, Table A–2, Table A–3, Table A–4
Table C–1, Table C–2, Table C–3, Table C–4
Table A–1, Table A–2, Table A–3, Table A–4
Other than in-vitro fertilization
Table A–1, Table A–2, Table A–3, Table A–4
Intensive care insurance
Table A–1, Table A–2, Table A–3, Table A–4
Internet
Free or discounted home service
Table D–1, Table D–2, Table D–3, Table D–4
Paid access while on travel
Table J–1, Table J–2, Table J–3, Table J–4
ISOs. See Incentive stock options
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 79
J
Job sharing
Table G–1, Table G–2, Table G–3, Table G–4
Jury duty, paid
Table E–1, Table E–2, Table E–3, Table E–4
L
Lactation/mother's room
Table F–1, Table F–2, Table F–3, Table F–4
Lactation support services
Table F–1, Table F–2, Table F–3, Table F–4
Language classes. See English as a
second language classes; Foreign
(non-English) language classes
Laptop for travel/personal use
Table J–1, Table J–2, Table J–3, Table J–4
Laser-based vision correction coverage
Table A–1, Table A–2, Table A–3, Table A–4
Leave benefits
Table E–1, Table E–2, Table E–3, Table E–4
Legal assistance/services
Table H–1, Table H–2, Table H–3, Table H–4
Life insurance
Table D–1, Table D–2, Table D–3, Table D–4
Life insurance for dependents
Table D–1, Table D–2, Table D–3, Table D–4
Matching charitable contributions
Childcare center
Table D–1, Table D–2, Table D–3, Table D–4
Table F–1, Table F–2, Table F–3, Table F–4
Maternity leave, paid
Elder care fairs
Table E–1, Table E–2, Table E–3, Table E–4
Mealtime flex
Table G–1, Table G–2, Table G–3, Table G–4
Medical clinic, on-site
Table B–1, Table B–2, Table B–3, Table B–4
Medical flexible spending accounts
Table A–1, Table A–2, Table A–3, Table A–4
Mental health coverage
Table A–1, Table A–2, Table A–3, Table A–4
Mentoring program
Table H–1, Table H–2, Table H–3, Table H–4
Milestone rewards
Table K–1, Table K–2, Table K–3, Table K–4
Military leave, paid
Table E–1, Table E–2, Table E–3, Table E–4
Minibar snacks at hotel
Table J–1, Table J–2, Table J–3, Table J–4
Mortgage assistance
Table F–1, Table F–2, Table F–3, Table F–4
Fitness center
Table B–1, Table B–2, Table B–3, Table B–4
Fitness classes
Table B–1, Table B–2, Table B–3, Table B–4
Haircuts
Table H–1, Table H–2, Table H–3, Table H–4
Lactation/mother's room
Table F–1, Table F–2, Table F–3, Table F–4
Medical clinic
Table B–1, Table B–2, Table B–3, Table B–4
Nap room
Table B–1, Table B–2, Table B–3, Table B–4
Parking
Table D–1, Table D–2, Table D–3, Table D–4
Sick room
Table B–1, Table B–2, Table B–3, Table B–4
Vaccinations
Table B–1, Table B–2, Table B–3, Table B–4
Vaccinations for infants/children
Table F–1, Table F–2, Table F–3, Table F–4
Table I–1, Table I–2, Table I–3, Table I–4
Organization-sponsored sports teams
Mortgage insurance
Table H–1, Table H–2, Table H–3, Table H–4
Table I–1, Table I–2, Table I–3, Table I–4
Mother's room, on-site
P
Table F–1, Table F–2, Table F–3, Table F–4
Paid adoption leave
Table B–1, Table B–2, Table B–3, Table B–4
N
Paid airline club membership
Loans for employees to purchase personal
computers
Nap room, on-site
Table J–1, Table J–2, Table J–3, Table J–4
Table B–1, Table B–2, Table B–3, Table B–4
Table D–1, Table D–2, Table D–3, Table D–4
Paid bereavement leave
Non-qualified stock options
Table E–1, Table E–2, Table E–3, Table E–4
Loans to employees for emergency/disaster
assistance
Table D–1, Table D–2, Table D–3, Table D–4
Paid day off for employee's birthday
Table D–1, Table D–2, Table D–3, Table D–4
Noncash companywide performance
awards
Table E–1, Table E–2, Table E–3, Table E–4
Location visit assistance
Table K–1, Table K–2, Table K–3, Table K–4
Table I–1, Table I–2, Table I–3, Table I–4
Table J–1, Table J–2, Table J–3, Table J–4
Nonsubsidized child care center
Long-distance calls home while on
business travel
Table F–1, Table F–2, Table F–3, Table F–4
Lifestyle coaching
Table J–1, Table J–2, Table J–3, Table J–4
Long-term care insurance
Table A–1, Table A–2, Table A–3, Table A–4
Long-term disability insurance
NQSOs. See Non-qualified stock options
NSOs. See Non-qualified stock options
Nurse line, 24-hour
Table B–1, Table B–2, Table B–3, Table B–4
Table A–1, Table A–2, Table A–3, Table A–4
Nutritional counseling
Low-/no-interest loans to employees for
non-emergency situations
O
Table D–1, Table D–2, Table D–3, Table D–4
M
Table B–1, Table B–2, Table B–3, Table B–4
On-site services
ATMs, Table H–1
Table E–1, Table E–2, Table E–3, Table E–4
Paid dry cleaning while on business travel
Paid family leave
Table E–1, Table E–2, Table E–3, Table E–4
Paid health club fees while on business
travel
Table J–1, Table J–2, Table J–3, Table J–4
Paid holidays
Table E–1, Table E–2, Table E–3, Table E–4
Paid Internet access while on business
travel
Table J–1, Table J–2, Table J–3, Table J–4
Paid jury duty above what is required by
law
Table H–2, Table H–3, Table H–4
Table E–1, Table E–2, Table E–3, Table E–4
Table A–1, Table A–2, Table A–3, Table A–4
Blood pressure machine
Massage therapy services at work
Check cashing
Paid long-distance calls home while on
business travel
Mail-order prescription program
Table B–1, Table B–2, Table B–3, Table B–4
Table B–1, Table B–2, Table B–3, Table B–4
Table D–1, Table D–2, Table D–3, Table D–4
Table J–1, Table J–2, Table J–3, Table J–4
80 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Paid maternity leave
Pay-per-view movies at hotel
Table E–1, Table E–2, Table E–3, Table E–4
Table J–1, Table J–2, Table J–3, Table J–4
Paid military leave
Paycards
Table E–1, Table E–2, Table E–3, Table E–4
Table H–1, Table H–2, Table H–3, Table H–4
Professional memberships
Paid minibar snacks at hotel
Payroll advances
Table H–1, Table H–2, Table H–3, Table H–4
Table J–1, Table J–2, Table J–3, Table J–4
Table D–1, Table D–2, Table D–3, Table D–4
Paid paternity leave
Payroll deductions
Q
Table E–1, Table E–2, Table E–3, Table E–4
Table D–1, Table D–2, Table D–3, Table D–4
Paid pay-per-view movies at hotel
Per diem for meals
Table J–1, Table J–2, Table J–3, Table J–4
Table J–1, Table J–2, Table J–3, Table J–4
Paid personal days
Performance awards. See Noncash
companywide performance awards
Rehabilitation assistance
Table E–1, Table E–2, Table E–3, Table E–4
Paid sabbatical program
Personal computers. See Computers
Table E–1, Table E–2, Table E–3, Table E–4
Personal days, paid
Reimbursement for financial loss sustained
from a home sale
Paid sick leave cash-out option
Table E–1, Table E–2, Table E–3, Table E–4
Paid sick leave plan
Table E–1, Table E–2, Table E–3, Table E–4
Paid time off cash-out option
Table E–1, Table E–2, Table E–3, Table E–4
Table E–1, Table E–2, Table E–3, Table E–4
Personal services benefits
Table H–1, Table H–2, Table H–3, Table H–4
Personal tax services
Table D–1, Table D–2, Table D–3, Table D–4
Paid time off for volunteering
Pet care arrangements while on business
travel
Table E–1, Table E–2, Table E–3, Table E–4
Table J–1, Table J–2, Table J–3, Table J–4
Paid time off plan
Pet health insurance
Table E–1, Table E–2, Table E–3, Table E–4
Table H–1, Table H–2, Table H–3, Table H–4
Paid time off to serve on the board of
a community group or professional
association
Pets at work
Table E–1, Table E–2, Table E–3, Table E–4
Paid travel expenses for spouse
Table J–1, Table J–2, Table J–3, Table J–4
Paid vacation cash-out option
Table E–1, Table E–2, Table E–3, Table E–4
Paid vacation plan
Table E–1, Table E–2, Table E–3, Table E–4
Parental leave
Above and beyond federal FMLA
Table E–1, Table E–2, Table E–3, Table E–4
Above and beyond state FMLA
Table E–1, Table E–2, Table E–3, Table E–4
Parenting workplace seminars
Table K–1, Table K–2, Table K–3, Table K–4
Pharmacy management program
Table A–1, Table A–2, Table A–3, Table A–4
Point of service plan
Table A–1, Table A–2, Table A–3, Table A–4
POS plan. See Point of service plan
Postal services for employees
Table H–1, Table H–2, Table H–3, Table H–4
Professional license application or renewal
fees
Table H–1, Table H–2, Table H–3, Table H–4
Qualified transportation spending account
Table D–1, Table D–2, Table D–3, Table D–4
R
Table A–1, Table A–2, Table A–3, Table A–4
Table I–1, Table I–2, Table I–3, Table I–4
Relocation benefits
Table I–1, Table I–2, Table I–3, Table I–4
Relocation lump sum payment
Table I–1, Table I–2, Table I–3, Table I–4
Rental assistance
Table I–1, Table I–2, Table I–3, Table I–4
Rental car upgrades
Table J–1, Table J–2, Table J–3, Table J–4
Renter insurance program
Table I–1, Table I–2, Table I–3, Table I–4
Results-only work environment
Table G–1, Table G–2, Table G–3, Table G–4
Retention bonus
Executive
Table D–1, Table D–2, Table D–3, Table D–4
Nonexecutive
Table D–1, Table D–2, Table D–3, Table D–4
Retiree health care coverage
Table A–1, Table A–2, Table A–3, Table A–4
PPOs. See Preferred provider
organizations
Retirement planning services
Preferred provider organizations
Retirement program, formal phased
Table A–1, Table A–2, Table A–3, Table A–4
Prepared take-home meals
Table H–1, Table H–2, Table H–3, Table H–4
Table C–1, Table C–2, Table C–3, Table C–4
Table C–1, Table C–2, Table C–3, Table C–4
Rewards or bonuses for achieving or
completing certain health and wellness
goals/programs
Table F–1, Table F–2, Table F–3, Table F–4
Prescription drug program coverage
Parking
On-site services,
Table A–1, Table A–2, Table A–3, Table A–4
Table B–1, Table B–2, Table B–3, Table B–4
Preventive programs specifically targeting
employees with chronic health conditions
Roth 401(k) savings plan
Table B–1, Table B–2, Table B–3, Table B–4
ROWE. See Results-only work
environment
Table D–1, Table D–2, Table D–3, Table D–4
Subsidy
Table D–1, Table D–2, Table D–3, Table D–4
Part-time workers
Health care coverage
Table A–1, Table A–2, Table A–3, Table A–4
Paternity leave, paid
Table E–1, Table E–2, Table E–3, Table E–4
Professional associations, paid time off to
serve on board
Table E–1, Table E–2, Table E–3, Table E–4
Professional development opportunities
Table H–1, Table H–2, Table H–3, Table H–4
Table C–1, Table C–2, Table C–3, Table C–4
S
Sabbatical program
Paid
Table E–1, Table E–2, Table E–3, Table E–4
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 81
Unpaid
Table E–1, Table E–2, Table E–3, Table E–4
Scholarships for members of employees'
families
Table D–1, Table D–2, Table D–3, Table D–4
Seasonal flu vaccinations, on-site
Table B–1, Table B–2, Table B–3, Table B–4
Seasonal scheduling
Table G–1, Table G–2, Table G–3, Table G–4
Self-defense training
Table H–1, Table H–2, Table H–3, Table H–4
SERP. See Supplemental executive
retirement plan
Shift flexibility
Table G–1, Table G–2, Table G–3, Table G–4
Shift premiums
Table D–1, Table D–2, Table D–3, Table D–4
Short-term disability insurance
Table A–1, Table A–2, Table A–3, Table A–4
Sick leave
Table E–1, Table E–2, Table E–3, Table E–4
Sick room, on-site
Table B–1, Table B–2, Table B–3, Table B–4
Sign-on bonus
Executive
Table D–1, Table D–2, Table D–3, Table D–4
Nonexecutive
Table D–1, Table D–2, Table D–3, Table D–4
Smoking cessation program
Table B–1, Table B–2, Table B–3, Table B–4
Sports teams. See Organization-sponsored
sports teams
Spot bonus
Table D–1, Table D–2, Table D–3, Table D–4
Spouses
Paid travel expenses
Supplemental accident insurance
Table A–1, Table A–2, Table A–3, Table A–4
Supplemental executive retirement plan
Table C–1, Table C–2, Table C–3, Table C–4
Support groups
Table A–1, Table A–2, Table A–3, Table A–4
Surcharges for spousal health care
coverage
U
Undergraduate educational assistance
Table D–1, Table D–2, Table D–3, Table D–4
Uniforms, free/discounted
Table H–1, Table H–2, Table H–3, Table H–4
Unpaid sabbatical program
Table E–1, Table E–2, Table E–3, Table E–4
Table A–1, Table A–2, Table A–3, Table A–4
V
T
Vacation purchase plan
Take your child to work day
Table K–1, Table K–2, Table K–3, Table K–4
Take your parent to work day
Table K–1, Table K–2, Table K–3, Table K–4
Take your pet to work day
Table K–1, Table K–2, Table K–3, Table K–4
Target-date retirement funds
Table C–1, Table C–2, Table C–3, Table C–4
Tax services
Table D–1, Table D–2, Table D–3, Table D–4
Telecommuting
Ad-hoc basis
Table G–1, Table G–2, Table G–3, Table G–4
Full-time basis
Table G–1, Table G–2, Table G–3, Table G–4
Part-time basis
Table G–1, Table G–2, Table G–3, Table G–4
Temporary relocation benefits
Table E–1, Table E–2, Table E–3, Table E–4
Vacations. See Company-paid time off for
group vacations
Vaccinations
On-site
Table B–1, Table B–2, Table B–3, Table B–4
On-site for infants/children
Table F–1, Table F–2, Table F–3, Table F–4
Vision correction coverage
Laser-based
Table A–1, Table A–2, Table A–3, Table A–4
Vision insurance
Table A–1, Table A–2, Table A–3, Table A–4
Volunteering
Community programs
Table K–1, Table K–2, Table K–3, Table K–4
Paid time off for
Table E–1, Table E–2, Table E–3, Table E–4
Table I–1, Table I–2, Table I–3, Table I–4
W
Time banks
Paid time off
Weight loss
Bariatric coverage
Table E–1, Table E–2, Table E–3, Table E–4
Sick leave
Table E–1, Table E–2, Table E–3, Table E–4
Vacation leave
Table E–1, Table E–2, Table E–3, Table E–4
Table A–1, Table A–2, Table A–3, Table A–4
Programs
Table B–1, Table B–2, Table B–3, Table B–4
Wellness newsletter/column
Table B–1, Table B–2, Table B–3, Table B–4
Table J–1, Table J–2, Table J–3, Table J–4
Traditional defined benefit pension plan
Wellness programs
Relocation assistance
Table C–1, Table C–2, Table C–3, Table C–4
Table B–1, Table B–2, Table B–3, Table B–4
Transit subsidy
Wellness resources and information
Table D–1, Table D–2, Table D–3, Table D–4
Table B–1, Table B–2, Table B–3, Table B–4
Travel accident insurance
Wholesale generic drug program for
injectable drugs
Table I–1, Table I–2, Table I–3, Table I–4
Surcharges for health care coverage
Table A–1, Table A–2, Table A–3, Table A–4
Stock options
Table D–1, Table D–2, Table D–3, Table D–4
Stock purchase plan
Table D–1, Table D–2, Table D–3, Table D–4
Stress-reduction program
Table B–1, Table B–2, Table B–3, Table B–4
Subsidized child care center
Table F–1, Table F–2, Table F–3, Table F–4
Subsidized cost of elder care
Table A–1, Table A–2, Table A–3, Table A–4
Table J–1, Table J–2, Table J–3, Table J–4
Travel benefits. See Business travel
benefits
Travel planning services
Table H–1, Table H–2, Table H–3, Table H–4
24-hour nurse line
Table B–1, Table B–2, Table B–3, Table B–4
Table A–1, Table A–2, Table A–3, Table A–4
82 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Endnotes
1
2
3
4
For more information about this legislation,
SHRM’s Health Care Resource Page is a
one-stop resource with all of the latest articles,
stories, videos, webcasts and advocacy efforts
surrounding health care reform. Please visit
www.shrm.org/hrdisciplines/healthcare.
For 2010, “on-site H1N1 flu vaccinations” and
“on-site seasonal flu vaccinations” were added to
the health and welfare benefits section.
U.S. Department of Health and Human Services.
(2003). HHS issues report on the impact of poor
health on businesses [News release]. Retrieved
April 1, 2010, from www.hhs.gov/news
/press/2003pres/20030916.html.
For 2010, “automatic escalation of salary deferral
amounts for defined contribution plans” was
added to the retirement savings and planning
benefits section.
5
U.S. Census Bureau. (2004). Journey to work:
2000. Retrieved April 1, 2010, from
www.census.gov/prod/2004pubs/c2kbr-33.pdf.
6
Ibid.
7
Society for Human Resource Management.
(2009, June). SHRM Poll: Assistance
organizations offer to help employees deal with high
gas prices. Retrieved April 1, 2010, from www.
shrm.org/surveys/.
8
SHRM Human Capital Benchmarking Database
(unpublished data, 2009)
9
HR professionals were asked to indicate that their
organizations offered either a paid time off plan
or paid vacation plan, paid sick leave plan and/or
paid personal leave.
10
The employee must work at a site at which the
employer has 50 or more employees within
a 75-mile radius.
11
For 2010, “babies at work” was added to the
family-friendly benefits section.
12
Bureau of Labor Statistics. (2008). Families with
own children: Employment status of parents by age
of youngest child and family type, 2006-07 annual
averages. Retrieved April 1, 2010, from
www.bls.gov/news.release/famee.t04.htm.
13
For more information on backup care, please
refer to SHRM’s survey brief on this topic,
Backup Care: Alternative Child and Family Care
Arrangements (SHRM, 2007).
14
National Alliance for Caregiving and AARP.
(2009). Caregiving in the U.S. Retrieved April 1,
2010, from www.caregiving.org/data
/CaregivingUSAllAgesExecSum.pdf.
15
For 2010, “seasonal casual dress” was added to
the flexible working benefits section.
16
Society for Human Resource Management. (2010,
June). 2010 employee job satisfaction: A research
report by SHRM. Alexandria, VA: Author.
17
For 2010, “pay cards” was added to the personal
services benefits section.
18
MetLife. (2009). MetLife study of employee benefits
trends. Retrieved April 1, 2010, from www.
whymetlife.com/trends.
19
This survey instrument is available upon request
by contacting the SHRM Survey Program at
surveys@shrm.org or by phone at 703-535-6301.
2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy 83
Recently Published SHRM Survey Products
SHRM Resources Related to Employee Benefits
SHRM Health Care Reform Resources Page
SHRM Workplace Flexibility Public Policy Statement
To access these publications, please visit www.shrm.org.
Benefits
Diversity
1. 2009 Cost of Health Care Benchmarking Study:
Executive Summary (December 2009)
1. Global Diversity and Inclusion: Perceptions,
Practices and Attitudes Survey Report (June
2009)
2. The U.S. Recession and Its Impact on Employee
Retirement (August 2009)
3. 2010 Employee Benefits Survey Report (June
2009)
4. Examining Paid Leave in the Workplace (April
2009)
Business Leadership
1. What Senior HR Leaders Need to Know:
Perspectives from the United States, Canada,
India, the Middle East and North Africa
Executive Summary (March 2010)
2. The Impact of the U.S. and Global Economic
Decline on Businesses (April 2009)
3. Leading Now, Leading the Future: What Senior
HR Leaders Need to Know (February 2009)
4. Key Priorities for the HR Profession Through
2015 (December 2008)
Compensation
1. SHRM Compensation Data Center
2. 2006 HR Practices in Executive-Level
Compensation Survey Report (May 2006)
2. 2008 Religion and Corporate Culture Survey
Report (October 2008)
3. 2007 State of the Workplace Diversity
Management Survey Report (February 2008)
4. 2006 Workplace Diversity and Changes to the
EEO-1 Process Survey Report (October 2006)
Employee Relations
1. Workplace Policies for Office Pools (January
2010)
2. 2009 Job Satisfaction Survey Report (June 2009)
3. Point of View: The Economic Downturn from
the Employee Perspective (April 2009)
4. 2008 Job Satisfaction Survey Report (June 2008)
Ethics and Sustainability
1. The Ethics Landscape in American Business
Survey Report (June 2008)
2. Green Workplace (January 2008)
3. 2007 Corporate Social Responsibility Pilot Study
(April 2007)
84 2010 Employee Benefits Examining Employee Benefits in the Midst of a Recovering Economy
Global HR
Safety and Security
1. What Senior HR Leaders Need to Know:
Perspectives from the United States, Canada,
India, the Middle East and North Africa
Executive Summary (March 2008)
1. The H1N1 Virus—How Prepared Is Your
Workplace? (October 2009)
2. Global Talent Sourcing in the United States and
Canada (March 2008)
3. Corporate Indian Companies: Forging New
Talent Pipelines and Creative Career Pathways
(November 2008)
Organizational and
Employee Development
1. 2009 Human Capital Benchmarking Study:
Executive Summary (November 2009)
2. What Senior HR Leaders Need to Know
(February 2009)
2. 2006 Weapons in the Workplace Survey Report
(November 2006)
Staffing Management
1. Interviewing Do’s and Don’ts for Job Seekers
(November 2009)
2. Background Checking: Conducting Credit
Background Checks (January 2010)
3. SHRM and CCHRA 2008 Global Talent
Sourcing in the United States and Canada (March
2008)
4. 2007 Advances in E-Recruiting Leveraging the
.Jobs Domain Survey Report (June 2007)
3. Critical Skills Needs and Resources for the
Changing Workforce Survey Report (2008)
4. 2007 Change Management Survey Report (April
2007)
To access these reports and view a complete listing of all SHRM Survey products,
please visit www.shrm.org/Surveys.
Project Team
This report is published by the Society
for Human Resource Management
(SHRM). All content is for informational
purposes only and is not to be construed
as a guaranteed outcome. The Society for
Human Resource Management cannot
accept responsibility for any errors or
omissions or any liability resulting from the
use or misuse of any such information.
© June 2010 Society for Human Resource
Management. All rights reserved. Printed
in the United States of America.
This publication may not be reproduced,
stored in a retrieval system or transmitted
in whole or in part, in any form or
by any means, electronic, mechanical,
photocopying, recording or otherwise,
without the prior written permission of the
Society for Human Resource Management.
SHRM members can download this
research report and many others free of
charge at www.shrm.org/surveys. If you
are not a SHRM member and would like
to become one, please visit www.shrm.org
/application.
10-0280
Project leader:
Shawn Fegley, survey research analyst
Project contributors:
Evren Esen, manager, SHRM Survey Research Center
Jennifer Schramm, M. Phil., manager, Workplace Trends and
Forecasting Program
External contributors: SHRM Total Rewards/Compensation and Benefits Special
Expertise Panel: Jennifer C. Loftus CCP, CBP, GRP, SPHR;
Theresa Perry, SPHR
Copy editing:
Katya Scanlan, copy editor
Design:
Jihee Lombardi, graphic designer
Production:
Bonnie Claggett, production traffic coordinator
ISBN 978-1-586-44201-9
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2010 Employee Benefits
Price: $79.95 Members | $199.95 Nonmembers
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