HR corner

Emergencies: How prepared is your business? ........................................1

The best ways to motivate Millennials ..............................3

Healthy snacking is key to employee engagement ............................................4

Health outcomes

Improve well-being through coaching .................................................. 6

Communications

There is no “magic bullet” with regard to communicating ............................ 7

Legal and compliance

MLR rebate reminder ..........................8

Since you asked

Can VA benefits affect HSA eligibility? .................................................9

Webcasts ...............................................10

Key contacts ..........................................11

HR FocusSeptember 2016

HR cornerEmergencies: How prepared is your business? By: Marina A. Galatro, PHR-ca, SHRM-CP Senior HR Consultant, HR Partner

How often do individuals think about security on the job? According to a national online survey from Career Builder, a majority of workers (94%) feel their office is a secure place to work. However, nearly a quarter of them (23%) say they would not know what to do to protect themselves if there were an emergency in their office that posed a physical threat. What if many physical threats could be mitigated or avoided if only the victims were given preventative training to identify the signs of danger or they had known how to react and what to do when faced with immediate physical threat?

September is recognized as National Preparedness Month (NPM), which serves as a reminder that we all must prepare, now and throughout the year, for the types of emergencies that could affect us where we live, work — and also where we visit. September 30 is National PrepareAthon! Day. It is not too late to invest in a preparedness program for your business and your employees. There are resources, including ready-publications and a social medial toolkit, at https://www.ready.gov/september to help employers and employees with emergency preparedness.

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Environmental Health and Safety Today conducted a study with managers in multiple industries and found that those that put the greatest focus on safety had the greatest success with their other business objectives. According to www.ready.gov, some of the reasons to start planning a program include:

�� Up to 40% of businesses affected by a natural or human-caused disaster never reopen. (Source: Insurance Information Institute).

�� Customers expect delivery of products or services on time. If there is a significant delay, customers may go to a competitor.

�� Larger businesses are asking their suppliers about preparedness to make sure their supply chains are not interrupted. Without a plan in place, you could lose business to competitors who can demonstrate they have a plan.

�� Insurance is only a partial solution. It does not cover all losses and will not replace customers.

How much you should invest in a preparedness program depends upon many factors. Regulations establish minimum requirements and beyond these minimums each business needs to determine how much risk it can tolerate. Federal, state and local laws and regulations define minimum requirements for emergency management and business continuity.

Requirements may apply to industries, such as financial services and energy, that are part of our nation’s critical infrastructure. Regulations may encompass emergency planning, business continuity plans, information technology disaster recovery plans, cyber/information security, physical and operational security. Other industries must comply with regulations because they use hazardous chemicals or have hazardous operations. Facilities that manufacture, treat, store or dispose of highly hazardous chemicals must comply with environmental regulations. Chemical facilities that pose a pollution threat to water resources also must comply with environmental regulations.

Consider the federal, state and local requirements and then think about what else would benefit your employees the most to ensure they know how to respond in the event of a disaster or a threat in the workplace. Some companies are taking it a step further and training their employees on personal safety as well.

Business continuity and information technology

Recognizing the need to protect the confidentiality of

electronic information and to ensure the stability of our

country’s financial system, the financial services and health

care industries should carefully research regulations pertaining

to business continuity and information technology disaster

recovery planning.

Businesses that store customer contact and financial information such as credit card data may have to comply with information security regulations.

There are many standards and practices for emergency management and business continuity. These standards and practices provide guidance on fire brigades, rescue, hazardous materials response, pre-incident planning and security services in fire loss prevention.

If you need help getting a business or organization prepared, please see the Business Continuity Planning Suite developed by the DHS National Protection and Programs Directorate and FEMA.

Eight tips to make your emergency action plan accessible and effective

1. Have each department review all pertinent parts of the plan to ensure accuracy and workability. Often, if one person is charged with writing the plan, he or she will write something that looks good on paper but may not work well when the time comes.

2. Do not store your action plan in electronic form only; keep hard copies readily available for key employees.

3. List the location of important utility shutoffs and include digital photos so they can be located quickly and easily.

4. List any equipment or machinery that must be shut down in an emergency and the names of those responsible for doing so.

5. Conduct periodic drills to gauge whether employees know what to do in an emergency.

6. Be sure to include provisions in your plan for visitors at your facility.

7. Since emergencies can happen at any time, be sure to take into account variations in emergency procedures for differences in shifts or days of the week.

8. List locations of special equipment (for example, special protective suits to be used in the event of a chemical release) and emergency supplies (food, water, etc.) in the event employees are stranded at your site.

Additional resources

http://www.ready.gov/

https://www.osha.gov/SLTC/etools/evacuation/

http://emergency.cdc.gov/preparedness/index.asp

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Within the next 10 years, approximately 75% of the workforce will comprise Millennials (people now in their 20s and 30s). Companies are actively trying to recruit candidates from this generation, but an unexpected trend has emerged that is making it difficult to retain employees.

Contrary to previous generations, many Millennials are changing jobs every two to three years and far fewer are choosing to build their careers with a single company. The reasons behind this may be a little surprising.

The team at The Culture Works surveyed more than 5,000 Millennials to find out what really motivates them in the workplace and how companies can be more successful at long-term employee retention.

What motivates Millennials?

There seems to be a vast difference in the motivations of Millennials in comparison to previous generations. In stark contrast to the “me” generation of the ’80s, who were often categorized as self-centered and ruthless when it came to business, the current generation is much more likely to be idealistic in terms of what drives them.

One of the top motivators found was a need to make an impact, and to feel that what they are doing is important or changes the world in a positive way. One reason Millennials change jobs so often is that they experience frustration when a job feels like “just a job” and look for greener pastures. Among Millennials is a growing sense that destiny is waiting for those who can fix the problems of the world, and the solution is out there waiting for the ones who will grab it. Of course, it isn’t necessarily that easy, but it is important to be aware that this is what motivates many Millennials.

Additionally, while many people previously had a strict division between work and home life, many Millennials are choosing jobs based on how symbiotic they can be with other pursuits.

The survey found that many people are now choosing a job based mainly on what they can learn; knowledge itself is the ultimate goal for them. When they think there is nothing left to learn, they move on. Others may choose a job based on how well it allows them to spend more time with their families. Family, in general, is hugely important to Millennials and many are shaping their careers around it.

What doesn’t motivate Millennials?

The prestige of having a fancy title or working for a company with an illustrious reputation is becoming far less important to people than it was in the past. There isn’t nearly as much of a quest for power or independence as there has been. At this point in their careers, Millennials are craving direction and thrive as a member of a team. They aren’t looking to be their own boss and they don’t care so much about sounding like a big shot. Collaboration is very important to them.

Perhaps the most surprising finding was that money is not as much of a motivator for the millennial generation. Compensation is surely desired, and it can help to satisfy, but it isn’t the first priority for many younger people. Personal fulfillment is more important than the number of zeroes on the check.

What can your company do to motivate and retain employees?

To prevent employees from jumping ship, managers need to appeal to the Millennial’s idealistic nature from the very start. It’s important when you are hiring, that you explain clearly how your company makes a difference for the better in the world, and how the position you’re hiring for is important and contributes to that impact.

Explain the mission, values and goals of the company, and how the employee will fit in to all of that. Make sure that it doesn’t sound like an empty sales pitch. Also, give Millennials goals that they can start on in the very first week of employment and accomplish within six months. Show them that they are important and how, together, you will be doing something worthwhile.

The other thing you can do is to be solicitous about their well-being. Many Millennials haven’t learned how to shut off. While they may have lots of energy, young people need to be encouraged to take their vacation days, turn off the computer on the weekend, and go out regularly with friends or family to unwind and recharge their batteries. Millennials should learn to balance, and it’s a manager’s job to help them acquire that skill.

The Millennial generation is full of capable and talented people, ready to take the world by storm and break through the status quo. If you are able to meet them halfway and see things from their point of view, you can retain a large portion of your workforce and embark on a rewarding path of business in a bright, new world.

The best ways to motivate Millennials By: Lisa Copeland

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Healthy snacking is key to employee engagementBy: Sean Kelly, SnackNation cofounder and CEO

An epidemic in the American workplace is undermining your company’s ability to reach its full potential and zapping individual employees of their energy and purpose.

The culprit is a lack of employee engagement.

According to research firm Gallup, the vast majority — nearly 70% — of U.S. employees are not engaged in their current roles. Within that group, 17.5% characterize themselves as actively disengaged, which means that they are actively working to undermine the success of their own companies.

(Let that idea sink in for a second.)

All this apathy has wide-ranging economic consequences. According to the 2013 State of the American Workplace Report, Gallup estimates that active disengagement costs American companies $450 to $550 billion in lost productivity. They also recently demonstrated that companies with disengaged workforces consistently underperform in a number of categories, including profits, productivity and retention.

But the numbers only tell half the story. Engaged employees are happier and more fulfilled. They look forward to going to work and are eager to take on challenges and pursue personal and professional growth. And since most of us spend most of our waking hours at work, employee engagement elevates our overall quality of life.

Admittedly, employee engagement is a complex subject. After all, engagement is all about people, and people are complicated. We all carry a matrix of emotional, cultural and psychological factors that affect our behavior. So where to start?

One of the easiest, most effective places to start is with office nutrition. Here’s why.

1. Engagement is all about emotion

Many companies fail to realize that employee engagement is largely about connecting with your employees on an emotional level, showing them you care about their growth, development and overall well-being.

Why is this the case? The definition of engagement offered by author Emma Bridger gives us a clue.

According to Bridger, employee engagement is “the extent to which people are personally involved in the success of a business.” In other words, employees must have a personal stake in their company’s success, which requires an emotional leap.

Providing your employees with proper nutrition sends a signal that they are cared for and appreciated; it is a great first step in establishing a culture of engagement.

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2. Nothing impacts performance like nutrition

But engagement isn’t just about how you feel — ultimately, it’s about performance. And there’s nothing that affects performance like nutrition.

I’m often surprised by how little attention is paid to nutrition in the workplace. The fact is, there is virtually no area of life that isn’t affected by how we choose to fuel our bodies — so why would the workplace be any exception?

This is particularly true when it comes to mood and cognition. Our brains run on glucose, and our ability to concentrate and focus starts with a proper supply of complex carbohydrates. By choosing slow-release, low-glycemic whole grains instead of simple carbs (like refined sugars), your employees will feel mentally alert throughout the day.

Likewise, whole grains boost mood by helping deliver tryptophan to the brain. Tryptophan is the building block of serotonin, one of the brain’s “feel good” chemicals, so the more your brain has, the more serotonin it will produce. Refined sugars, on the other hand, contribute to focus- and mood-derailing crashes.

Studies also show that employees are getting a third or more of their total caloric intake in the form of snacks. On top of that, no meal category affects one’s overall eating habits like snacking. So creating better snack habits not only impacts our mood at work, it also improves our overall health and nutrition.

3. Millennials will make up 75% of employees by 2025

For the first time in history, Millennials make up a narrow majority of the workforce. By 2025, they’ll be the dominant generational force in the office. Attracting and retaining Millennial workers requires a different approach from the staid methods of previous generations.

That’s because Millennials are a bit of a different breed. The blue collar, Baby Boomer mentality that “work is work” and “life is life” doesn’t appeal much to them.

Millennials want more. They came of age in an era when technology has rendered them always reachable, where they’re expected to always be available, and they recognize that the line between work and life is blurred. They care more about their overall quality of life, and they value their time more than money. Therefore, they want more out of their employer.

That’s why perks are so important to Millennial workers. In fact, as a recent Glassdoor study revealed, 19% of workers value perks such as healthy snacks over a pay raise. For them, money is more of a threshold than a scorecard, and overall quality of life is paramount.

Millennials are also a snacking generation. They prefer to consume everything — from media to nutrition — in bite-sized portions. Sampling and discovery are important to them. In fact, Millennials snack three to four times per day — that’s twice as much as their parents, and three times as much as their grandparents.

So when it comes to feeling good, performing at your best, and attracting and retaining the next generation of talent, you’d be hard pressed to find a more critical practice than healthy office snacking.

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Health and wellness coaching has gained a lot of popularity in the last several years. Many of us consider coaching a good way to address those with such chronic conditions as diabetes and heart disease. In addition to helping individuals manage their current health conditions, coaches can also help them with lifestyle modifications, regardless of health status.

Coaching provides structure and accountability so that individuals can achieve their own goals. It’s not about telling people what to do because most already know what to do, but rather finding ways to do it through self-discovery and creating goals with the coach. For example, in terms of improving fitness, a weekly goal could be going to the gym just once during the week or trying an exercise video at home — it’s what the individual feels they can achieve.

A coaching program is a great way to complement your wellness strategy, and many vendors do offer it at an additional cost. Coaching services can be delivered over the phone, in person or as a web-based format. According to the 2015 Willis Towers Watson Staying at Work Survey, the percents of employers who offer telephone, web-based and onsite coaching to their employees were 72%, 58% and 38% respectively.1

Which should you choose? That can depend on your employee population; some may prefer to have the coach onsite that is part of the culture, while others prefer to speak to someone over the phone, or even find that receiving an email from the coach gives them enough motivation and accountability. A New England Journal of Medicine study showed no statistical difference in outcomes when looking at telephone vs. in-person coaching.2 It is important to note that onsite coaching will most likely be the highest cost service, so it will also depend on the employer’s budget.

Here are some tips for vetting vendors:

�� How long has the vendor been providing coaching? Consider looking at vendors who either provide this service as their core business or who partner with others.

�� Engagement. What percentage of their client’s employees participate in the coaching process?

�� Qualifications of coaches. What education and certifications do they have and how they are hired, managed and trained.

�� Measuring success. How do they evaluate improvement in health risk factors, what are their improvement statistics and what reporting do they provide?

Many employers want to ensure that health coaching is effective in creating outcomes before they make an investment. A recent study by the Mayo Clinic showed that overall quality of life during a 12-week program (including physical and spiritual well-being, depressive symptoms and perceived stress levels) significantly increased, and those improvements were maintained six months later.3

One challenge with coaching is getting employees to participate. In many cases, the idea of working with a health coach may not be very enticing. However, working with an exercise specialist on specific fitness goals or a registered dietician to improve eating habits may be more appealing and attract a broader audience. It’s all in how you communicate and market the program!

12015 Willis Towers Watson Staying at Work Survey.

2 Appel, Lawrence, et al. “Comparative Effectiveness of Weight-Loss Interventions in Clinical Practice.” The New England Journal of Medicine. 2011; 365:1959-1969.

3 Clark MM, et al. “The effectiveness of wellness coaching for improving quality of life.” Mayo Clinic Proceedings. 2014; 89:1537.

Health outcomesImprove well-being through coaching

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Health and benefits

Our team of communication consultants fields dozens of questions from internal and external clients on a daily basis. They include questions about best practices for open enrollment, requests for samples and how to produce a benefits guide in five days! And once in a while, someone asks, “What’s the magic bullet for (fill in the blank)?”

I’m sorry to say that there is no single magic bullet when it comes to communicating information about benefits with your employees. What works for a large company with employees who sit at desks and work on computers may not work for a fast food franchise or a trucking company.

Likewise, what may seem technologically sophisticated to a more traditional employee could look antiquated to a Millennial!

When someone asks me for the magic bullet, I usually respond by asking several questions or requesting a meeting to identify goals, audiences, what’s worked in the past (and what hasn’t worked). I also ask about organizational infrastructure, baked-in communication channels and yes, the budget. Because let’s be honest, magic bullets, if they existed, would not be free.

Let’s pretend for a minute that there are magic bullets; in other words, communication solutions that seem to work well most of the time. When I say they work well, I mean that they:

�� Appeal to your audience(s)

�� Contain crisp, clear content

�� Reach most of your audience

�� Provide the information/education needed

What might that magic bullet look like? It might be any of the following:

�� A trackable, infographic-based, 2-4 minute video with professional voiceover that you email to one group, show in meetings to another, text a link to yet another employee group and host on your intranet or benefits portal (supported by posters with QR codes directing them to the video via smartphone technology)

�� Well-written, graphically-enhanced emails that are deployed on a consistent basis

�� A series of educational videos with the same look and feel that are distributed via multiple channels based on the communication strategy; this provides education before and after — but not during — the open enrollment window when employees need only know “what’s new, what’s changing and what do I need to do to enroll”

�� A multi-pronged campaign (posters, postcards, emails, videos, infographics, text messages, etc.) with a consistent look and supportive messaging so employees are getting similar information in a variety of ways

�� Any communication that is planned, timed, professionally written and designed and that focuses on “what’s in it for me” from the employee’s perspective

To be clear, there are any number of magic bullets available for communicating effectively to your employees. The real magic results from understanding who your audience is and creating appealing and engaging benefit communications.

CommunicationsThere is no “magic bullet” with regard to communicating By: Lisa Beyer, Senior Communication Consultant

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Legal and complianceMLR rebate reminder Insured employer group medical plans (but not self-funded plans) may have recently received (or will soon receive) medical loss ratio (MLR) rebates from their insurers if the insurers spent less than 85% (80% in the small group market as determined by the states but in all cases fewer than 100 covered lives) of the premium dollars collected for their group of policies on medical expenses. Those insurers must send rebates to individuals and employers by September 30.

Carriers first began distributing MLR rebates in 2011, which unfortunately raised a number of issues for the employers who received them. For employers receiving a rebate this year, a brief discussion of the ERISA concerns is provided below.

Employer-sponsored plans and ERISA

Under the Patient Protection and Affordable Care Act (PPACA), health insurance issuers are required to provide rebates to enrollees when their spending for the benefit of policyholders (on reimbursement for clinical services and activities for improving health care quality) in relation to the premiums charged (as adjusted for taxes) is less than the MLR standards established pursuant to the statute. Rebates are based upon aggregated market data in each state and not upon a particular group health plan’s experience.

While that is a requirement at the insurance company level (note: this requirement is not applicable to self-funded plans, even those with stop-loss coverage), the rebates will be sent to the employers sponsoring the plans, and the Department of Labor (DOL) has established rules that apply to the manner in which employers can or must allocate those rebates. When rebates are issued to employer plans, issues concerning the status of such funds under ERISA, and how such funds must be handled, necessarily arise.

Employers will need to determine how much, if any, of the rebate they can retain, use for plan operations or return to plan participants. Employers are plan fiduciaries and therefore must make prudent determinations in the best interests of the plan participants and beneficiaries.

Many employers will take a conservative view and distribute the rebates to plan participants in proportion to the amount they paid for their coverage, and some may even choose to distribute the entire rebate to plan participants, even if that is not mandated.

There are methods for employers who would prefer to use those funds for plan operations or other purposes. While that may be an option for some employers in some situations, the conservative option is to reallocate those funds to the plan participants. In the event they prefer to use the funds in another way, employers should consult legal counsel to make certain they are comfortable with that option.

For more information on the MLR rebate and issues for employer-sponsored plans, please see the Willis Towers Watson Alert, “My Plan is Getting a Rebate from the Insurer — What Do I Do With It?”

Since you asked Can VA benefits affect HSA eligibility?The National Legal & Research Group (NLRG) recently received a question on whether receiving benefits provided by the Department of Veterans Affairs (VA) would affect an individual’s eligibility to contribute to a health savings account (HSA).

Background

In order to establish and make tax-deductible contributions to an HSA, an individual must be an “eligible individual.” One is an eligible individual, with respect to any month, if one is:

�� Covered by a plan that qualifies as a high deductible health plan (HDHP)

�� Not covered at the same time by any other plan which is not an HDHP, but which covers the same benefits as the HDHP

�� Not claimed as a dependent on another person’s tax return (a spouse is not considered a tax dependent under either Code Section 151 or Code Section 152, even though a taxpayer may claim an exemption for the spouse)

�� Not enrolled (not just eligible, but actually enrolled) in Medicare (eligible employees age 65 or over may contribute to an HSA, including the catch-up contribution, as long as they are not enrolled in Medicare)

This definition means that having certain other coverage may prevent an individual from being eligible to make or receive HSA contributions.

The guidance on HSAs and VA benefits was initially set out in IRS Notice 2004-50. Under that rule, an individual was not eligible to make HSA contributions for a month if he or she had received VA medical benefits at any time during the previous three months. If the person had not actually received VA medical benefits during the preceding three months (and is otherwise an eligible individual), he or she would be eligible to make HSA contributions for a given month. In IRS Notice 2008-59, the rule was clarified to provide that the receipt of permitted coverage or preventive care benefits from the VA would also not disqualify an otherwise-eligible individual.

Law amended

In 2015, President Obama signed the Surface Transportation and Veterans Health Care Choice Improvement Act of 2015 (Surface Transportation Act) into law. The legislation temporarily extended federal highway and transportation funding, and also addressed health coverage for veterans as it related to HSA eligibility. The Surface Transportation Act amended the Internal Revenue Code to provide that, effective for months beginning after December 31, 2015, an individual will no longer fail to be an eligible individual for purposes of making and receiving contributions to an HSA for any period merely because the individual received VA medical benefits for a “service-connected disability.” For this purpose, a “service-connected disability” is a disability that was incurred or aggravated in the line of duty in the active military, naval or air service.

As a result of this legislation, an individual actually receiving medical benefits from the VA is not disallowed from making HSA contributions if the medical benefits consist solely of (1) disregarded coverage, (2) preventive care or (3) hospital care or medical services under any law administered by the Secretary of VA for a service-connected disability.

In Notice 2015-87, the IRS acknowledged that it is “administratively complex and burdensome for employers and HSA trustees or custodians” to distinguish between VA services that would make an individual HSA ineligible and those services that do not affect HSA eligibility. The IRS also noted that most care that veterans with a disability rating receive will be for qualifying care. As a result, the IRS announced that any hospital care or medical services received from the VA by a veteran who has a disability rating from the VA may be considered hospital care or medical services for a service-connected disability and disregarded for purposes of determining HSA eligibility.

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Webcasts

Each program listed above has been approved for 1 recertification credit through the HR Certification Institute. For more information about certification or recertification, please visit the HR Certification Institute homepage at www.hrci.org. The use of this seal is not an endorsement by HR Certification Institute of the quality of the program. It means that this program has met HR Certification Institute’s criteria to be pre-approved for recertification credit.

Willis Towers Watson is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. For more information about certification or recertification, please visit www.shrmcertification.org.

NOTE: An advance RSVP is required to participate in these calls. Registration ends one hour prior to the call start time.

How to Allocate Your Total Reward Dollars for Maximum ROI and Employee Engagement Tuesday, October 18, 2016, 2:00 p.m. ET

Leann Hoene, SPHR-CA, SHRM-SCP, GPHR Senior HR Consultant Human Capital and Benefits

During this session, participants will learn:

� Why having a formally articulated, well-executed total rewards strategy and employee value proposition is critical to organizational performance and results

� Critical disconnects between which reward programs employers value vs. which ones employees do — and key drivers for attraction, retention and engagement

� Ways to evaluate effectiveness and align total rewards to your business strategy

� Innovative take-home strategies designed to maximize finite dollars and still recognize and reward high performance

With ever-tightening budgets coupled with low unemployment in many areas of the country, organizations today must take a critical look at the allocation of total rewards dollars — one of their biggest line items.

At the same time, employers need to attract and retain critical talent and ensure employees are highly engaged, which in turn, will support productivity and performance. Employers must deliver an employment “deal” that is well-articulated, tailored to meet individual workforce segments and differentiates the organization from the competition.

Is your organization realizing the value of a total rewards strategy? Are you seeing an appropriate return on your aggregate spend on all your workforce programs? What is the best allocation of that investment — and how do you best balance it to meet both organizational and employee interests?

This session provides the means to make your case — with innovative, results-oriented strategies and a wealth of tactics that will help attract, motivate, engage and retain employees while optimizing your reward spend.

To RSVP, click here.

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The New EEOC Guidelines: Wellness Program Compliance Under HIPAA/ACA, ADA and GINA Tuesday, September 20, 2016, 2:00 p.m. ET

Maureen E. Gammon, JD Assistant Vice President, Manager National Legal and Research Group

Kerri Kearns, JD Compliance Consultant Health and Group Benefits

During this session, participants will learn:

� What compliance obligations the new EEOC rules impose on employers and when compliance is required

� The implications for employer-sponsored wellness plans

� How the new rules apply to common types of employer-sponsored wellness programs

What do the final EEOC ADA/GINA regulations on wellness benefits mean for your organization? Because this ruling will affect employers’ use of incentives to encourage employee participation in wellness programs, employers are looking for more details so they can make any needed changes to their 2017 plans. Employers are asking themselves: “Are our current wellness programs and incentive strategies compliant with the various laws that apply?”

This session will provide a summary of the new EEOC rules and required timing, highlight the implications for health care benefit programs and provide examples that illustrate the complexities of the new rules. The EEOC final wellness regulations are relevant for any employer wellness program with the following characteristics (partial list):

� Incentives or penalties that include the completion of a health risk assessment (HRA) or biometric screening

� Incentives or penalties for tobacco use with testing

� HRA or biometric screening requirements tied to eligibility for coverage or specific health plan options

To RSVP, click here.

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New England

Auburn, ME 207 783 2211

Bangor, ME 207 942 4671

Boston, MA 617 437 6900

Burlington, VT 802 264 9536

Hartford, CT 860 756 7365

Manchester, NH 603 627 9583

Portland, ME 207 553 2131

Shelton, CT 203 924 2994

Northeast

Buffalo, NY 716 856 1100

Morristown, NJ 973 539 1923

Mt. Laurel, NJ 856 914 4600

New York, NY 212 915 8802

Stamford, CT 203 653 2430

Radnor, PA 610 254 7289

Wilmington, DE 302 397 0171

Atlantic

Baltimore, MD 410 584 7528

Knoxville, TN 865 588 8101

Memphis, TN 901 248 3103

Metro, DC 301 581 4262

Nashville, TN 615 872 3716

Norfolk, VA 757 628 2303

Reston, VA 703 435 7078

Richmond, VA 804 527 2343

Rockville, MD 301 692 3025

Southeast

Atlanta, GA 404 224 5000

Birmingham, AL 205 871 3300

Charlotte, NC 704 344 4856

Gainesville, FL 352 378 2511

Greenville, SC 864 232 9999

Jacksonville, FL 904 562 5552

Marietta, GA 770 425 6700

Miami, FL 305 421 6208

Mobile, AL 251 544 0212

Orlando, FL 407 562 2493

Raleigh, NC 704 344 4856

Savannah, GA 912 239 9047

Tallahassee, FL 850 385 3636

Tampa, FL 813 281 2095

Vero Beach, FL 772 469 2843

Midwest

Appleton, WI 800 236 3311

Chicago, IL 312 288 7700

Cleveland, OH 216 861 9100

Columbus, OH 614 326 4722

Detroit, MI 248 539 6600

Grand Rapids, MI 616 957 2020

Milwaukee, WI 262 780 3476

Minneapolis, MN 763 302 7131 763 302 7209

Moline, IL 309 764 9666

Overland Park, KS 913 339 0800

Pittsburgh, PA 412 645 8506

Schaumburg, IL 847 517 3469

South Central

Amarillo, TX 806 376 4761

Austin, TX 512 651 1660

Dallas, TX 972 715 2194 972 715 6272

Denver, CO 303 765 1564 303 773 1373

Houston, TX 713 625 1017 713 625 1082

McAllen, TX 956 682 9423

Mills, WY 307 266 6568

New Orleans, LA 504 581 6151

Oklahoma City, OK 405 232 0651

San Antonio, TX 210 979 7470

Wichita, KS 316 263 3211

Western

Fresno, CA 559 256 6212

Irvine, CA 949 885 1200

Las Vegas, NV 602 787 6235 602 787 6078

Los Angeles, CA 213 607 6300

Phoenix, AZ 602 787 6235 602 787 6078

Portland, OR 503 274 6224

Irvine, CA 949 885 1200

San Diego, CA 858 678 2000 858 678 2132

San Francisco, CA 415 291 1567

San Jose, CA 408 436 7000

Seattle, WA 800 456 1415

For more information, contact your local Willis Towers Watson office.

11 HR Focus 2016

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