10-0280 Employee Benefits Survey Report-FNL

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.
Media Contact USA SHRM Online: www.shrm.org

Julie Malveaux SHRM SHRM Research: www.shrm.org/research
julie.malveaux@shrm.org 1800 Duke Street SHRM Survey Findings: www.shrm.org/surveys
+ 1-703-535-6273 Alexandria, VA 22314 SHRM Research Twitter:
Phone: + 1-800-283-7476 www.twitter.com/SHRM_Research
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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
5 Employee Benefits: A Key Organizational Investment
7 Health Care and Welfare
15 Preventive Health and Wellness
18 Retirement Savings and Planning Benefits
21 Financial and Compensation Benefits
26 Paid Leave Benefits
30 Family-Friendly Benefits
33 Flexible Working Benefits
38 Personal Services Benefits
41 Housing and Relocation Benefits
43 Business Travel Benefits
45 Other Benefits
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 What Do These Findings Mean
72% of HR
professionals indicated that their organizations have for Your Organization?
been negatively affected by the U.S. and global professionals
A 2010 SHRM research report on job satisfaction
economic recession. In this ever-changing economic reported that
found that employees ranked benefits among their
climate, organizations are looking for ways to
top contributors to job satisfaction. Employee
the benefits
manage costs while at the same time dealing with
benefits offerings have become an increasingly offerings
the escalating expenses of employee benefits. So it is
important element of an employee’s total at their
not surprising that 72% of HR professionals reported
that the benefits offerings at their organization have
compensation package. As a result, it is important organization
been affected in some way.
for an employee benefits package to be attractive have been
to both current and prospective employees while
affected in
Additional noteworthy findings included the simultaneously being cost-effective.
some way.
following:
Additional ways organizations can further leverage
xx Employee benefits remained relatively stable from their benefits programs:
2009 to 2010. Last year’s study revealed a small
xx Monitor legislation and its potential impact: HR
decrease in the percentage of organizations offering
professionals should constantly monitor changes
benefits from 2008 to 2009.
in legislation to make sure their benefits programs
xx The areas that experienced the biggest downward are compliant with local, state and federal laws.
trend since 2009 were housing and relocation ben- The 2010 health care reform law in particular will
efits and business travel benefits. affect how all organizations administer health care
xx Even though employee benefits have remained benefits. This new law is extremely complex, with
relatively stable since 2009, benefits offerings ex- some parts executed immediately and other parts
perienced a downward trend when compared with implemented over the next several years. HR pro-
results from five years ago. fessionals will be relied upon to lead their organiza-
tions through this complex legislation.1
xx With a few exceptions, the survey findings suggest
that organizations with larger staff sizes were more xx Communication is vital: Employee benefits play
likely than smaller ones to offer any given benefit. an important role in employee satisfaction and
engagement. However, a disconnect exists between
xx More than three-quarters (79%) of organizations
the dollar amount organizations spend on benefits
reported they reviewed their benefits programs
and the employees’ perception of the value of their
annually, and 10% reported reviewing them even
benefits package. It is important that HR profes-
more frequently.
sionals help employees fully understand all of their
xx Organizations spent on average 19% of an em-
options and the true value of their benefits. Total
ployee’s annual salary on mandatory benefits, 18% compensation statements, benefits workshops,
on voluntary benefits and 11% on pay for time not employee meetings and social networking tools are
worked benefits. examples of communication methods that organi-
zations can use to help ensure their benefits pro-
gram is valued, understood and used by employees.
xx Review and ask for employee feedback: An orga- majority of HR professionals in this study reported
nization’s benefits program should be reviewed and that their organizations reviewed their benefits
assessed not only to monitor associated costs and programs at least once a year. Benchmarking tools,
value but also to evaluate the competitiveness of benefits needs assessments and employee surveys
the program. A well-designed employee program is are great tools HR professionals can use to help
based on employee needs and supports an organi- their organizations customize benefits programs to
zation’s ability to attract and retain employees. The meet their needs and to remain competitive.
A Message From Colonial Life

Colonial Life is a market leader in providing We strive to fulfill this mission by providing:
insurance benefits for employees and their families xx Personalized benefits counseling.
through their workplace, along with individual
xx Advanced yet simple-to-use enrollment technology.
benefits education, advanced yet simple-to-use
enrollment technology and quality personal service. xx A broad portfolio of personal insurance coverage.
Colonial Life offers disability, life and supplemental xx Individual attention and commitment to service.
accident and health insurance policies in 49 states
and the District of Columbia. (Similar policies, We will create valuable and lasting partnerships
if approved, are underwritten in New York by with employers, their employees, our producers, our
a Colonial Life affiliate, The Paul Revere Life business partners and the communities where we
Insurance Company.) Based in Columbia, S.C., work and live.
Colonial Life helps employers design benefits To learn more, visit coloniallife.com or call (803)
programs that fit the needs of their business as well 798-7000.
as their employees, so they can build a more loyal
and satisfied workforce—and ultimately a stronger Colonial Life is the marketing brand of Colonial
business. Life & Accident Insurance Company. Colonial
Life and the logo, separately and in combination,
Colonial Life was founded in 1939, providing and “Making benefits count.” are service marks of
insurance protection to everyday working Americans Colonial Life & Accident Insurance Company.
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.
Survey Results 79% of

organizations
Employee Benefits: A Key Security), 18% on voluntary benefits (such as medical
reviewed
Organizational Investment plans, dental plans, prescription coverage, flexible
spending accounts, vision plans, survivor benefits)
their benefits
U.S. and Global Economic Recession and 11% on pay for time not worked benefits (regular programs
HR professionals were asked to what extent their rate of pay for a nonworking period of time, such as annually, and
organizations and specifically their benefits offerings vacations, holidays and personal, bereavement and 10% reported
had been negatively affected by the recession. The sick leave). As shown in Table 1, large organizations reviewing them
majority of respondents reported their organizations indicated they spent more on voluntary benefits
even more
were feeling the impact of the economic downturn when compared with small organizations.
(29% reported being affected to a large extent and
frequently.
Figures 3, 4 and 5 show that most organizations
66% to some extent). There were no significant
reported that these percentages stayed about the
differences by organization size and profit status.
same as in previous fiscal year (75% for mandatory
These data are shown in Figure 1.
benefits, 67% for voluntary benefits and 84% for
As shown in Figure 2, 72% of HR professionals pay for time not worked benefits). More companies
reported that the benefits offerings at their indicated that the percentage of payroll reflecting
organization have been negatively affected either the cost of voluntary benefits (24%) had increased
to a large extent (9%) or to some extent (63%) compared with those that reported increases in
by the economic downturn. When these results mandatory benefits (20%) and pay for time not
were examined by organization sector, those worked benefits (12%). There were no significant
from privately owned for-profit and nonprofit differences by organization size and industry.
organizations were more likely to report that their
benefits offerings had been affected by the recession. Reviewing the Benefits Plan
As illustrated in Figure 6, 79% of organizations
Percentage of Payroll Reflecting Total reviewed their benefits programs annually, and 10%
Cost of Benefits reported reviewing them even more frequently. Only
Organizations spent an average of 19% of an 1% of organizations never reviewed their benefits
employee’s annual salary on mandatory benefits (such programs. There were no significant differences by
as unemployment, worker’s compensation, Social organization size and profit status.
Figure 1 To What Extent Have Organizations Been Figure 2 To What Extent Have Benefits Offerings
Negatively Affected by the Economic Been Negatively Affected by the Economic
Recession? Recession?
66% 63%
29% 28%
9%
5%
To a large extent To some extent To no extent To a large extent To some extent To no extent
(n = 522) (n = 519)
Note: Excludes respondents who answered “not sure.” Note: Excludes respondents who answered “not sure.”
Source: 2010 Employee Benefits (SHRM, 2010) Source: 2010 Employee Benefits (SHRM, 2010)
Table 1 Average Percentage of Payroll Reflecting Total Cost of Benefits (by Organization Staff Size)
Overall Small Medium Large Differences
(1–99 Employees) (100–499 Employees) (500 or More Employees) Based
on Staff Size*
Mandatory benefits 19% 18% 19% 19%
Voluntary benefits 18% 15% 19% 21% Large > small
Pay for time not 11% 11% 11% 10%
worked benefits
(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 Figure 4 Change in Percentage Figure 5 Change in Percentage

of Payroll Reflecting of Payroll Reflecting of Payroll Reflecting
Cost of Mandatory Cost of Voluntary Cost of Pay for Time
Benefits (Compared Benefits (Compared Not Worked Benefits
With the Previous With the Previous (Compared With the
Fiscal Year) Fiscal Year) Previous Fiscal Year)
5% 9% 5%
12%
20% 24%
75% 67% 84%

Higher Higher Higher
Lower Lower Lower
About the same About the same About the same
(n = 408) (n = 412) (n = 407)

Source: 2010 Employee Benefits (SHRM, 2010) Source: 2010 Employee Benefits (SHRM, 2010) Source: 2010 Employee Benefits (SHRM, 2010)
Figure 6 Frequency of Reviewing Benefits Program
79%
10% 7%
1% 2%
More than once a year Once a year/annually Once every two years Never Other
(n = 534)
Health Care and Welfare Benefits

Table A-1 lists health care and welfare benefits and Ninety-six percent of organizations offered
(1) the percentage of human resource professionals prescription drug program coverage, and 91%
who indicated that their organization offered each offered a mail-order prescription program.
benefit; (2) the percentage of organizations that Through a mail-order prescription program,
offered the benefit but had plans to reduce or employees can save money on medication by filling
eliminate the benefit within the next 12 months; prescriptions through licensed pharmacies and
and (3) the percentage of organizations that did not having them conveniently delivered through the
offer the benefit but had plans to do so within the mail at a discounted rate. Other benefits related
next 12 months. To get a complete picture of health to prescription drug coverage included wholesale
care benefits and coverage, respondents indicated generic drug programs for injectable drugs (18%)
whether any aspect of any company-held plan and pharmacy management programs (15%).
included these particular benefits.
Table A-1 Health Care and Welfare Benefits

Offer the Offer the benefit but have plans to reduce or Do not offer the benefit but have plans to
benefit 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
Health Insurance Programs most frequently offered type of health insurance

was a PPO plan, offered by 85% of respondents’
Nearly all companies (98%) offered at least one
companies. These plans offer a network of health
of these health care insurance benefits: preferred
care providers that patients must use or otherwise
provider organization (PPO) plans, health
pay more for services from providers outside of
maintenance organization (HMO) plans, health care
the network. One-third (33%) of organizations
reimbursement accounts (HRAs), point of service
offered HMO plans, which require participants to
(POS) plans, consumer-directed health care plans
choose a primary care physician from their network
(CDHP), indemnity plans or exclusive provider
to coordinate all of the patient’s care. A POS
organization (EPO) plans. Additionally, 37% of
plan, offered by 21% of organizations, is a unique
organizations offered health care coverage to part-
managed care health insurance system that combines
time employees. Organizations that provide health
attributes from both HMOs and PPOs.
insurance may offer one or more types of plan. The
Table A-1 Health Care and Welfare Benefits (continued from page 7)
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).
CDHPs involve a high-deductible insurance plan society continue to change, companies are expanding
combined with a health care spending account from the relationships that are qualified for certain
Medical flexible
which unreimbursed health care costs are paid. benefits. Dependents who were offered health care spending
This plan can be attractive in that the premiums coverage included dependent grandchildren (39%), accounts allow
are typically lower for both the employer and the domestic partners (38% of organizations offered employees
employee. Sixteen percent of companies reported opposite-sex domestic partner health care coverage to deduct
offering this type of plan. and 37% offered same-sex domestic partner coverage) pretax
and foster children (37%).
Nine percent of organizations offered an EPO plan. dollars
This plan is thought of as being more restrictive Women’s Health from their
because employees must use providers from a specific
Some organizations offer health care and wellness paychecks to
network of hospitals and physicians.
benefits that focus on childbearing and fertility. The pay for health
Indemnity, or fee-for-service, plans are thought of most commonly offered benefit was contraceptive care services,
as more traditional health care plans, which charge coverage (68%). In addition, 30% of organizations such as co-
employees for each individual service and allow them covered infertility treatment (other than in-vitro payments,
complete choice in which providers they see. Only fertilization), and 25% specifically offered in-vitro
insurance
8% of organizations reported offering this type of fertilization coverage.
plan.
deductibles
Health Savings Accounts and vision
Six percent of organizations offered health
Health savings accounts (HSAs) were created and dental
reimbursement accounts—health care spending
accounts set up by the employer for the employee.
by the Medicare bill in 2003 and are designed expenses.
to help individuals save on a tax-free basis for
The employer makes contributions for the employee
future qualified medical and retiree health care
to use for health care services. It is similar to a
costs. Eleven percent of companies provided these
flexible spending account, except that the funds roll
accounts. Contributions to HSA accounts can be
over from year to year, allowing the employee to
made by the employer, the employee or both. Seven
accumulate funds over time.
percent of organizations matched contributions made
The vast majority of companies (94%) offered to these accounts.
dental insurance to employees, and more than
three-quarters (77%) offered vision insurance. Flexible Spending Accounts
These programs may be either part of or in addition Medical flexible spending accounts allow employees
to other health insurance plans. Other forms of to deduct pretax dollars from their paychecks to
insurance offered by respondents’ organizations pay for health care services, such as co-payments,
included accidental death and dismemberment insurance deductibles and vision and dental
insurance (82%), chiropractic coverage (85%), expenses. These accounts offer companies a way
mental health coverage (82%), supplemental accident to help employees manage their health care costs.
insurance (44%), cancer insurance (31%), long-term The maximum amount each eligible employee
care insurance (31%), critical illness insurance (21%), may contribute to these accounts is determined
hospital indemnity insurance (19%) and intensive by the employer. Almost three-quarters (72%) of
care insurance (19%). organizations offered medical flexible spending
accounts (Internal Revenue Code (IRC) Section
Health Care for Dependents 125, for all expenses), and 43% reported offering
Some health care and welfare benefits are intended health care premium flexible spending accounts
to help employees manage the costs associated with (IRC Section 125 Cafeteria Plan allowing for
caring for a dependent. As family structures in our premium conversion).
Costs of Health Care Coverage to Companies
The cost of health care coverage is a major Revenue per FTE also has an impact on the
financial issue for employers, and there are average health care costs. Revenue per FTE
differences in the costs organizations pay is a metric that is often used to measure
annually per employee depending on the productivity. Companies with higher revenue per
organization staff size and factors such as FTE, above $155,556, spend $8,068 on health
revenue per FTE. Overall, the average cost care costs per employee. This is significantly
for health care per employee is $7,038, higher than companies with revenue per FTE
according to the 2009 SHRM Health Care below $155,556, which spend $5,629.
Benchmarking Database. Larger organizations More detailed information on this topic can
spend $8,026 per employee compared with be found through SHRM’s Customized
$6,706 and $6,775 for small- and medium-sized Benchmarking Service at www.shrm.org
organizations. /benchmarks.
Average Health Care Cost per Employee Average Health Care Cost per Employee
(by Organization Staff Size) (by Revenue per FTE)
Overall $7,038 Revenue per FTE Revenue per FTE
Above $155,556 Below $155,556
Small (1–99 employees) $6,706
Mean Mean
Medium (100–499 employees) $6,775
Cost per employee $5,629 $8,068
Large (500 or more employees) $8,026 Source: SHRM Health Care Benchmarking Database (2009)
Source: SHRM Health Care Benchmarking Database (2009)
Disability procedures such as stomach stapling or gastric bypass

Compared with
surgery (31%), laser-based vision correction coverage
Long-term disability (offered by 76% of 2009, the only
(19%), elective procedures coverage (any non-
organizations) and short-term disability (offered by
emergency surgical procedure other than laser-based benefit offered
71% of organizations) provide income replacement
for employees whose illness or injury causes a longer
vision correction) (7%) and gender reassignment by fewer
absence from work. Short-term disability usually
surgery coverage (2%). organizations
starts after a one- to two-week absence, and long- was long-
Health Care and Welfare Benefits
term disability usually goes into effect six weeks to
Over the Past Five Years term care
three months after the illness or injury. While paid
Table A-2 shows the percentage of companies
insurance.
sick leave usually covers an employee’s entire salary,
short-term and long-term disability may cover only a offering specific health care and welfare benefits
portion of the individual’s salary. from 2006 through 2010. Compared with 2009, the
only benefit offered by fewer organizations was long-
Mental and Emotional Health term care insurance. Rehabilitation assistance was the
only health care and welfare benefit offered by more
Some companies offer health and welfare benefits
organizations in 2010 than in 2009.
that are directed toward employees’ mental and
emotional well-being. An employee assistance Over the past five years, there were several increases
program (EAP) is a confidential counseling program and decreases in the number of HR professionals
designed to assist employees with any problems that who reported that their organizations offered health
may distract them from their work. Three-quarters care and welfare benefits. The following benefits
(75%) of organizations offered an EAP. In addition, were offered by fewer organizations in 2010 than in
17% reported that their organizations offered grief 2006: contraceptive coverage, health care coverage
recovery programs and support groups. for foster children, hospital indemnity insurance,
long-term care insurance and surcharges for spousal
Other Health Care and health care coverage. The benefits offered by more
Welfare Benefits organizations were HMO, mental health coverage
Some employers include nontraditional healing and rehabilitation assistance.
methods among their organizations’ health
and welfare benefits. Almost one-third (31%) of Health Care and Welfare Benefits
organizations offered acupressure/acupuncture by Organization Staff Size
medical coverage, 14% offered other alternative/ and Organization Sector
complementary medical coverage, and 3% of Overall, larger companies were significantly more
organizations covered experimental or elective drug likely to offer most health care and welfare benefits.
treatments. There were considerable differences by sector in
what health care and welfare benefits were offered,
About a quarter (26%) of companies offered
though few clear patterns emerged. Publicly owned
surcharges for spousal health care coverage, 25%
for-profit and governmental organizations were more
offered health care coverage to retirees, and
likely to offer a number of these benefits. All results
3% offered subsidized cost of elder care. Other
by organization staff size and organization sector are
health care and welfare benefits offered included
displayed in the appendix.
rehabilitation assistance (45%), bariatric coverage for
Table A-2 Health Care and Welfare Benefits (by Year)

2006 2007 2008 2009 2010 Differences between Differences between
2006 and 2010* 2009 and 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%
Accidental death and dismemberment insurance (AD&D) — — 81% 78% 82%
Mental health coverage 73% 73% 75% 80% 82% 
Vision insurance 73% 79% 78% 76% 77%
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 — — 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%
Domestic partner health care coverage (opposite-sex) — — 36% 37% 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
Table A-2 Health Care and Welfare Benefits (by Year) (continued from page 12)
2006 and 2010* 2009 and 2010*
In-vitro fertilization coverage 28% 27% 26% 23% 25%
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
— — — — 19%
Hospital indemnity insurance 29% 27% 25% 23% 19% 
Laser-based vision correction coverage — — — 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%
Pharmacy management program 15% 19% 17% 18% 15%
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%
Elective procedures coverage — — — 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 B
39% 40% 38% 35% —
* 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.
Expert Q & A
Mike Aitken
Director, Government Affairs, SHRM
Q: What do you think will be the most immediate impact effective as a public option in creating competition within
of the health care legislation for HR professionals? states. There are a number of different views, and HR pro-
fessionals will need to look at their plans to see how they
A: Right away, employers and HR professionals will need stack up.
to take a close look at their health care design, speak to
their counsel and consider how these changes will influ- Q: Will wellness-related incentives for lifestyle choices by
ence their business down the line. In particular, employers employees have a big impact?
that have early open enrollment periods will need to consid-
er very soon what these changes mean for their health care
A: The bill appears to do a fairly good job in incentivizing
wellness programs. Some employers that have not up to
benefits plans. For example, there is a new statute that says
this point taken advantage of the cost savings that wellness
that dependents up to the age of 26 will be able to obtain
programs produce will probably want to take a new look at
coverage under their parents’ insurance, and with so many
what these kinds of programs can offer them.
people under 30 lacking health insurance, this component
alone could have big implications.
Q: Consumer-directed health care has been growing
in the United States. How will the new law affect efforts
There is going to be an increased role for HR throughout
to put workers in control of their health choices and
this process, in both educating other members of their or-
expenditures?
ganizational leadership team and answering the questions
of employees. This means there will be a strong communi- A: One of our issues had been the need for greater trans-
cations responsibility for HR in educating employees and parency and more information on health outcomes. Part of
managing expectations. the recovery act enacted in 2009 provided infrastructure
for health IT network. Though we think the Patient Pro-
Q: What effect do you think the law will have on the tection and Affordable Care Act did not go far enough in
way U.S. HR professionals do their jobs and on the encouraging these kinds of cost savings, it did take positive
profession itself? steps that lay the groundwork for consumers to be more
actively engaged in understanding their costs and choices
A: Because it is going to be phased in over the number of
in the years ahead.
years, this law will be a focus for HR from a tactical stand-
point for years to come. From a strategic standpoint, HR
Q: How will the new law affect the relationship between
professionals will need to consider various future scenarios
employer and employee over time? Between government
they can envision in their organization as a result of taking
and the business world?
any different approaches to managing health care benefits.
A: The bill maintains the blend of employer- and public-
Q: What impact might the new law have on companies’ based system that existed before, and this is what it will
ability to help limit health care expenditures? remain after. There are some who think there will be more
government interference in some areas of health insurance,
A: One of the concerns we had during the development
but for employers that want to continue to provide the kinds
of the legislation was that it did not do enough to control
of benefits they have been providing for years, it may not
costs. There were not a lot of provisions for dealing with
make such a big difference. Overall, the jury is still out, and
medical malpractice reform, for example. Many HR profes-
we probably won’t be able to evaluate the full extent of the
sionals remain concerned that it does not do enough to
bill’s impact on business and society for another decade
bend the “cost curve” for employers and employees. Others
or so.
think that the health insurance cooperatives will not be as
Preventive Health and Wellness Benefits

Table B-1 lists preventive health and wellness to reduce or eliminate the benefit within the next
benefits and (1) the percentage of human resource 12 months; and (3) the percentage of those that did
professionals who indicated that their organization not offer the benefit but had plans to do so within
offered each benefit; (2) the percentage of the next 12 months. To get a complete picture of
organizations that offered the benefit but had plans benefits and coverage, respondents indicated whether
Table B-1 Preventive Health and Wellness Benefits

Offer the Offer the benefit but have plans to reduce or Do not offer the benefit but have plans
benefit eliminate the benefit within the next 12 months 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 B
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 33% 2% 6%
chronic health conditions
Weight-loss program 30% 1% 5%
Rewards or bonuses for achieving or completing certain health 28% 3% 9%
and wellness goals/programs
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 12% 2% 6%
assessment
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 9% 2% 6%
program
Fitness equipment subsidy/reimbursement 5% 13% 2%
On-site nap room 5% 0% 0%
Health care premium discount for participating in a weight-loss 4% 0% 4%
program
(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.
any aspect of any company-held plan included these Preventive Health and 75% of
particular benefits. Wellness Incentives
companies
As the costs of health care continue to spiral upward, More than one-quarter (28%) of organizations
provided
employees and employers are searching for ways to offered rewards or bonuses for achieving or
completing certain health and wellness activities.
wellness
keep these costs under control and as manageable
as possible. Preventive health and wellness benefits Some organizations offer health care discounts resources
are designed to help maintain or change employees’ to employees for participating in health-related and
behavior in order to achieve better health and assessments or programs. Twelve percent of information,
decrease the associated health risks. By preventing organizations provided health care premium and 59% of
discounts for getting an annual health risk
or lessening the incidence of health conditions, organizations
the companies hope to save on long-term health assessment, 11% provided a discount for not
using tobacco products, 9% offered discounts for
offered
costs. Three-quarters (75%) of companies provided
wellness resources and information, and 59% of participating in a wellness program, and 4% provided wellness
organizations offered wellness programs. health care premium discounts for participating in a programs.
weight-loss program.
Preventable and Chronic Conditions
Obesity is a growing health concern in the United
Preventive Health and
States. There are many health problems associated
Wellness Resources
with excess weight and other types of preventable Preventive health and wellness resources help make
and chronic conditions. These conditions affect employees aware of wellness issues while providing
the health and well-being of employees and also them with important tools to live a healthy lifestyle.
have a significant economic impact on businesses. Forty-two percent of companies offered health fairs,
According to the U.S. Department of Health and and 41% had a wellness newsletter/column.
Human Services, obesity alone costs U.S. companies
an estimated $13 billion per year.3 Organizations Other Preventive Health
are attempting to combat these issues with subsidies and Wellness Benefits
or reimbursements for fitness center memberships Other types of preventive health and wellness
(33%), health and lifestyle coaching (33%), weight- benefits offered by organizations included 24-hour
loss programs (30%), on-site fitness centers (21%), nurse line (56%), CPR/first aid training (55%)
nutritional counseling (18%), on-site fitness classes and an on-site blood pressure machine (20%). In
(14%) and fitness equipment subsidy/reimbursement addition, 12% of offered massage therapy services
(5%). Other benefits that encourage a healthy for employees at the office. Massage therapy can
lifestyle included smoking cessation programs (39%) be a great health maintenance tool that aids in
and stress reduction programs (10%). stress reduction. This may be especially beneficial
for employees who work in a very stressful work
Other benefits organizations offered to help
environment. Less commonly offered benefits
employees deal with preventable and chronic
included on-site sick rooms (12%), medical clinics
conditions included on-site vaccinations (68% offered
(10%) and nap rooms (5%).
seasonal flu vaccinations and 35% offered H1N1
flu vaccinations), health screening programs for Preventive Health and Wellness
conditions such as high glucose or high cholesterol Benefits Over the Past Five Years
levels (43%) and preventive programs specifically
Table B-2 shows the percentages of organizations
targeting employees with chronic health conditions
that offered specific preventive health and wellness
(33%).
benefits from 2006 through 2010. There were no
significant changes in these benefits from 2009
to 2010. A stress-reduction program was the only and wellness benefits. There was some variation by
preventive health and wellness benefit offered by sector in the likelihood of providing these benefits.
more companies in 2006 than in 2010. Privately owned for-profit organizations were less
likely to offer a number of preventive health and
Preventive Health and Wellness wellness benefits. All results by organization staff
Benefits by Organization Staff size and organization sector are displayed in the
Size and Organization Sector 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 2010 Differences Differences
between 2006 between 2009
and 2010* and 2010*
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%
Smoking cessation program 39% 40% 40% 39% 39%
On-site H1N1 flu vaccinationsA — — — — 35%
Fitness center membership subsidy/reimbursement 37% 30% 36% 35% 33%
Health and lifestyle coaching — — 33% 33% 33%
Preventive programs specifically targeting employees with chronic — 31% 30% 30% 33%
health conditions
Weight-loss program 29% 32% 31% 30% 30%
Rewards or bonuses for achieving or completing certain health and wellness — — 23% 23% 28%
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%
Massage therapy services at work 14% 13% 14% 12% 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%
Stress-reduction program 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% 4% 5%
Health care premium discount for participating in a weight-loss program 4% 4%
On-site vaccinationsA 65% 62% 67% 64% —
A Starting in 2010, “on-site vaccinations” was separated into “on-site seasonal flu vaccinations” and “on-site H1N1 flu vaccinations.”
Retirement Savings and Planning Benefits

Table C-1 lists various retirement savings and retirement plan. Overall, defined contribution
planning benefits and (1) the percentage of human retirement plans (92%) were most common type
resource professionals who indicated that their of plan offered, followed by Roth 401(k) savings
organization offered each benefit; (2) the percentage plans (28%), traditional defined benefit pension
of organizations that offered the benefit but had plans (27%) and cash balance pension plans (9%).
plans to reduce or eliminate it within the next 12 In addition, 11% offered supplemental executive
months; and (3) the percentage of those that did retirement plans (SERPs). These are nonqualified
not offer the benefit but had plans to do so within plans that grant benefits above those covered in
the next 12 months. To get a complete picture of other retirement plans that are authorized under the
benefits and coverage, respondents indicated whether Employee Retirement Income Security Act (ERISA);
any aspect of any company-held plan included these however, these plans are not required to be funded
particular benefits.4 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,
Many companies offer retirement plans to help
to the employee’s individual account. The employee
employees plan for their financial future. Ninety-
bears the investment risk in these plans since the
seven percent of companies offered at least one
value of the account’s investments may decrease over
Table C-1 Retirement Savings and Planning Benefits

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 D
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 18% 0% *
contribution plans
Supplemental executive retirement plan (SERP) 11% 8% *
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.
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 tax elective deferral basis. For 2010, an employee can
provided an employer match on some or all of the contribute $16,500 (plus an additional $5,500 if an
employee’s contributions, and 69% of organizations employee is 50 or older). Cash balance pension plans
offered defined contribution plan loans. These (offered by 9% of organizations) are technically a
loans allow participants to borrow from their type of defined benefit plan, though they look like a
retirement savings. In addition, 39% of organizations defined contribution plan in that employees have and
automatically enrolled employees into their defined can see their individual account balances.
contribution plans unless employees actively opted
Six percent reported offering a phased retirement
out, 18% provided automatic escalation of salary
program (a reduced schedule and/or responsibilities
deferral amounts for defined contribution plans, and
prior to full retirement), offering older workers a
1% offered 401(k) debit cards.
way to ease into retirement while passing along
Defined benefit pension plans, as their name institutional knowledge to others.
suggests, differ from defined contribution plans in
Organizations also offered financial planning
that the employer promises to pay a certain benefit
benefits such as individual investment advice (40%)
upon the employee’s retirement. The benefit amount
and retirement planning services (39%). While these
is calculated based on factors such as age, earnings
programs do not directly contribute to employees’
and length of service. Employers bear the investment
retirement savings, they can help employees plan for
risk in these plans since they are required to pay the
a financially sound retirement as well as other major
promised benefit regardless of the plan’s investment
life goals.
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 Retirement Savings and Planning Benefits (by Year)

2006 2007 2008 2009 2010 Differences Differences
between 2006 between 2009
and 2010* and 2010*
Defined contribution retirement plan 81% 83% 84% 90% 92% 
Employer match for defined contribution retirement plan 74% 74% 75% 72% 72%
Defined contribution plan loans — — 69% 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% 
Roth 401(k) savings plan — 16% 21% 24% 28%
Traditional defined benefit pension planA 48% 40% 33% 29% 27% 
Automatic escalation of salary deferral amounts for defined contribution plans — — — — 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%
401(k) debit card — — — 1% 2%
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).”
Other Retirement Savings 48% in 2006), retirement planning services (39% in

and Planning Benefits 2010 compared with 52% in 2006) and traditional
defined benefit pension plan (27% in 2010
Sixty percent of organizations offered balanced
compared with 48% in 2006). The only retirement
funds—a fixed blend of bonds and stocks. The funds
savings and planning benefits offered by more
provide both income and capital appreciation while
organizations in 2010 compared with 2006 were
preventing excessive risk. Forty-six percent provided
defined contribution retirement plan and automatic
target-date retirement funds. These funds shift
enrollment into such plan.
investments over time depending on the employee’s
target retirement date.
Retirement Savings and Planning
Retirement Savings and Planning Benefits by Organization Staff
Benefits Over the Past Five Years Size and Organization Sector
Smaller organizations were less likely than larger
Table C-2 shows the percentages of companies
organizations to offer many retirement savings
offering specific retirement savings and planning
and planning benefits. There were considerable
benefits from 2006 through 2010. There were no
differences by sector in what retirement savings
significant changes in these benefits from 2009 to
and planning benefits were offered. Publicly owned
2010.
for-profit organizations were more likely to offer a
The following benefits were offered by fewer number of these benefits. These results are displayed
organizations in 2010 than in 2006: individual in the appendix.
investment advice (40% in 2010 compared with
Financial and Compensation Benefits

Table D-1 lists the prevalence of 49 financial and Monetary Convenience Benefits
compensation benefits and (1) the percentage of
Many financial and compensation benefits aim to
human resource professionals who indicated that
make monetary transactions more convenient for
their organization offered each benefit; (2) the
employees. The most frequently offered benefit was
percentage of organizations that offered the benefit
payroll deductions (93%). More than a third (36%)
but had plans to reduce or eliminate it within the
of companies offered membership in a credit union.
next 12 months; and (3) the percentage of those
Credit unions often offer lower interest rates and
that did not offer the benefit but had plans to do
fees than traditional banks or financial institutions.
so within the next 12 months. To get a complete
Eighteen percent offered loans to employees for
picture of benefits and coverage, respondents
emergency or disaster assistance, while 7% offered
indicated whether any aspect of any company-held
low- or no-interest loans for non-emergency
plan included these particular benefits.
situations. Finally, 28% of companies offered
financial planning services, 19% provided payroll
Table D-1 Financial and Compensation Benefits

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 D
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% *
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 7% offered parking subsidies and 49% reported
on site. providing automobile allowance/expenses. Roughly
one out of 10 organizations (12%) offered qualified
Insurance transportation spending accounts, a specific type
Eighty-seven percent of organizations offered life of flexible spending account that deducts a portion
insurance to employees, 58% offered life insurance of an employee’s pretax earnings to an account
for dependents, 25% offered accelerated death that reimburses the employee for transportation
benefits for financial assistance in the case of a expenses such as tolls, transit passes and parking
terminal illness, and 24% offered accident insurance fees. The Census Bureau also reports that 12%
(separate from travel accident insurance). of employees carpool to work and 5% take public
transportation.6 According to the survey results,
Commuter Benefits some organizations offered benefits to encourage
Some organizations offer benefits to offset the these employees by providing transit subsidies (11%)
costs employees incur in commuting to and from or carpooling subsidies (5%). These benefits help
the office. The U.S. Census Bureau estimates that reduce the number of vehicles on the road and the
88% of U.S. workers drive to work.5 A vast majority environmental impact of commuting; they may also
(90%) of organizations offered on-site parking, help lower stress levels of employees who would
Table D-1 Financial and Compensation Benefits (continued from page 21)
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 7% 8% *
situations
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.
otherwise spend a large amount of time in traffic the most effective recruiting strategies available to
during their daily commutes. The financial effects companies.
17% of
of rising gas prices may make transit and carpooling organizations
More than one-quarter (26%) of organizations provided
subsidies even more valued benefits in the future.7
offered sign-on bonuses to executive-level employees,
educational
Finally, 23% offered company-owned vehicles for and 16% offered these bonuses to nonexecutive
employee use, and 10% offered an auto insurance employees. Sign-on bonuses are bonuses provided
assistance to
program to employees. to employees when they agree to join the company. members of
A sign-on bonus usually must be returned if the employees’
Educational Assistance employee leaves the organization within a certain families in
Some companies provided educational assistance to time frame, and therefore it helps both recruitment the form of
the dependents of their employees. As with career and retention.
scholarships.
development benefits, educational assistance not only
In addition, 14% of companies offered specific
helps the employee but also benefits the employer by
retention bonuses to executive-level employees, and
developing a more educated workforce. Almost two-
11% offered them to nonexecutive employees. These
thirds of companies (62%) offered undergraduate
bonuses usually reward an employee for agreeing to
educational assistance, and 56% offered graduate
stay with the company through a particular project
educational assistance. A recent SHRM study
or period of time. Finally, 30% offered spot bonuses,
revealed that the maximum reimbursement allowed
or unscheduled bonuses for exceptional performance.
for tuition/education expenses is on average $3,467.8
Seventeen percent of organizations provided Supplemental Compensation

educational assistance to members of employees’ In addition to bonuses, companies offered a number
families in the form of scholarships, and 3% offered of other types of supplemental compensation. Forty-
educational loans for members of employees’ one percent offered shift premiums to workers who
families. work outside of the traditional nine-to-five office
hours.
Monetary Bonuses
Twelve percent of organizations offered stock
Many organizations supplement employees’ base
purchase plans, allowing employees to purchase
pay with some type of monetary bonuses. The most
shares of company stock, often at a discount and/
commonly offered type of bonus was an incentive
or through a direct deduction from their paychecks.
bonus plan, wherein the organization lays out criteria
In addition, 10% offered incentive stock options, and
that, if met, result in additional compensation for
6% provided non-qualified stock options.
employees. Overall, 58% of organizations offered
some form of incentive bonus plans—54% offered Technology Discounts
the plan to executive employees and 46% offered it
Many organizations offer free or discounted
to nonexecutive employees. Incentive bonus plans
technological services or devices for employees to
can promote high performance because the bonus
use. For example, 62% offered a business cell phone
amount is usually tied directly to company and/or
or handheld device to employees for personal use.
individual performance.
These devices are helping to further blur the line
Forty-one percent of companies offered employee between work life and nonwork life since they allow
referral bonuses to encourage current employees to employees to be available for both business and
refer others to the organization. Referral bonuses personal contact at any time.
can both expand the applicant pool and potentially
As personal computer and Internet use becomes
reduce recruiting costs, and they tend to be one of
more ubiquitous, companies are offering benefits
that help employees manage the associated costs. insurance (24% in 2010 compared with 16% in
According to the survey respondents, these benefits 2009).
Employee
included employee computer purchase assistance or referral
Over the last five years, there were several decreases
discounts (26%), loans for employees to purchase bonus and
in the number of organizations offering financial
personal computers (7%), free computers for personal
and compensation benefits. The following benefits
spot bonus
use (5%) and free or discounted Internet service were the only
were offered by fewer organizations in 2010 than in
(3%).
2006: accelerated death benefits, accident insurance, financial and
Other Financial and automobile allowances for business use of personal compensation
Compensation Benefits vehicles, company-owned car for employee use, benefits
credit union, graduate educational assistance, offered
Other financial benefits organizations provided were
employee computer purchase discounts, matching
employee discounts on company services (38%), by fewer
charitable contributions, sign-on bonuses (executive)
donation for participating in charitable events (34%),
and spot bonuses. Compared with 2006, business
organizations
full flexible benefits plans (30%), matching charitable
cell phone or handheld device for personal use was in 2010
contributions (23%) and credit counseling services
offered by more organizations in 2010. compared
(16%).
with 2009.
Financial and Compensation
Financial and Compensation
Benefits by Organization Staff
Benefits Over the Past Five Years
Size and Organization Sector
Table D-2 shows the percentages of organizations
Large and medium-sized organizations were most
that offered financial and compensation benefits
likely to offer many financial and compensation
from 2006 through 2010. Employee referral
benefits. Overall, publicly owned for-profit
bonus and spot bonus were the only financial and
organizations were significantly more likely to offer
compensation benefits offered by fewer organizations
these benefits.
in 2010 compared with 2009. The only benefit
that significantly increased from 2009 was accident
Table D-2 Financial and Compensation Benefits (by Year)

2006 2007 2008 2009 2010 Differences between Differences between 2009
2006 and 2010* and 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%
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%
Employee discount on company services 45% 36% 39% 38% 38%
Credit union 46% 46% 43% 36% 36% 
Donations for participation in charitable events — — — 32% 34%
Full flexible benefits plan — 37% 24% 28% 30%
Table D-2 Financial and Compensation Benefits (by Year) (continued from page 24)
2006 2007 2008 2009 2010 Differences between Differences between 2009
2006 and 2010* and 2010*
Spot bonus 41% 40% 38% 38% 30%  
Financial planning services — — — 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% 
Payroll advances — — — 18% 19%
Loans to employees for emergency/disaster assistance — 24% 19% 19% 18%
Scholarships for members of employees’ families 19% 20% 20% 17% 17%
Credit counseling service — — 13% 10% 16%
Sign-on bonus (nonexecutive) 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%
Incentive stock options (ISOs)A — — — — 10%
On-site check cashing 10% 11% 11% 8% 9%
Loans for employees to purchase personal computer 7% 8% 6% 5% 7%
Low-/no-interest loans to employees for non-emergency — 7% 9% 10% 7%
situations
Parking subsidy 10% 12% 11% 10% 7%
Non-qualified stock options (NQSOs or NSOs)A — — — — 6%
Carpooling subsidy 7% 8% 5% 6% 5%
Free computer to employees for personal use 7% 5% 6% 5% 5%
Educational loans for members of employees’ families 6% 5% 3% 2% 3%
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% —
A Starting in 2010, “stock options” was separated into “incentive stock options” and “non-qualified stock options.”
Paid Leave Benefits A vast majority

(91%) of
Paid leave benefits include paid and unpaid time Five percent reported offering a vacation purchase
companies
away from work for a wide assortment of activities, plan, which allows employees to “buy” additional
from vacation and personal days to sabbatical vacation days through a payroll deduction. provided some
programs and military leave. Table E-1 lists various form of paid
leave benefits and (1) the percentage of human Paid Personal Leave and vacation
resource professional who indicated that their Floating Holidays leave to
organization offered each benefit; (2) the percentage Paid personal leave provides employees with paid their full-time
of organizations that offered the benefit but had leave to use as they see fit. Personal days may be employees:
plans to reduce or eliminate it within the next 12 used by employees for instances such as birthdays,
months; and (3) the percentage of those that did
47% offered
religious purposes and mental health days. By
not offer the benefit but had plans to do so within offering this benefit, companies recognize the need
paid vacation
the next 12 months. To get a complete picture of for employees to take time off for purposes other leave through
benefits and coverage, respondents indicated whether than illness or vacation. Twenty-nine percent of a paid time
any aspect of any company-held plan included these companies offered paid personal leave separate from off plan and
particular benefits. paid vacation and paid sick leave plans (paid time off 44% through
plans include personal days).
The most commonly offered leave benefits were paid a stand-
holidays (97%), paid bereavement leave (89%) and Floating holidays allow employees a certain number alone paid
paid jury duty above what is required by law (68%). of days to be used throughout the year for holidays vacation plan.
of their choice. Forty-three percent of organization
Vacation Leave offered paid floating holidays.
A vast majority (91%) of companies provided
some form of paid vacation leave to their full-time Paid Sick Leave
employees: 47% offered paid vacation leave through Organizations offer a variety of leave benefits to
a paid time off plan and 44% through a stand-alone employees who must miss work due to illness. These
paid vacation plan.9 benefits protect employees against the loss of income
during short-term absences from the workplace.
Paid Time Off Plans Overall, 83% of companies provided some form of
A paid time off plan combines traditional vacation paid sick leave to employees: 47% offered paid sick
time, sick leave and personal days into one leave through a paid time off plan and 36% through
comprehensive plan. Under these plans, employees a stand-alone sick leave plan. Eleven percent of
have more freedom and flexibility in managing their companies offered a time bank of sick leave, which
leave. Nineteen percent of organizations offered allowed employees to donate sick leave to a general
a paid time off cash-out option, and 15% offered pool where the donated leave could be used by
a time bank of paid time off, wherein employees workers who had exhausted their own sick leave.
donate paid time off to a general pool that can then In addition, 7% provided a paid sick leave cash-out
be used by other workers. option.
Paid Vacation Plans Family and Medical Leave Act (FMLA)

Eighteen percent of organizations offered a paid The federal Family and Medical Leave Act (FMLA)
vacation cash-out option, and 17% indicated that of 1993 guarantees eligible employees 12 weeks of
their organizations offered a time bank of vacation unpaid job-protected leave during any 12-month
leave, wherein employees donate vacation leave to a period for an employee’s serious medical condition
general pool that can then be used by other workers. or to care for a spouse, parent or child.10 During
Table E-1 Paid Leave Benefits

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 B
43% 1% 0%
Paid sick leave plan 36% 1% 0%
Paid personal day(s) 29% 1% *
Paid family leave 24% 1% 0%
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 20% 3% 1%
professional association
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% *
Time bank of vacation leave E
17% 1% 1%
Paid adoption leave 16% 1% *
Unpaid sabbatical program 16% 0% *
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.
this leave, the employee retains his or her benefits. Other Leave Benefits
Some states have additional FMLA requirements.
Other types of leave offered by companies included
Federal law does not require FMLA leave to be
paid time off to serve on the board of a community
paid, but 24% of organizations did offer paid family
group or professional association (20%), paid
leave. Twenty percent of organizations offered family
time off for volunteering (17%), unpaid sabbatical
leave above the federal FMLA requirements, and
programs (16%), a paid day off for the employee’s
19% offered family leave above the state FMLA
birthday (10%), emergency flexibility (fixed number
requirements. In addition, 17% reported offering
of days off with pay for emergencies) (7%), paid
parental leave above federal and state FMLA
sabbatical programs (4%) and company-paid time off
requirements, and 11% reported offering elder care
for group vacations (1%).
leave above federal and state FMLA requirements.
Information about the FMLA can be found at Paid Leave Benefits Over
www.dol.gov/esa/whd/fmla. the Past Five Years
Military Leave Table E-2 shows the percentages of companies
offering these paid leave benefits from 2006 through
As the conflicts in Iraq and Afghanistan continue,
2010. There were no significant changes in these
some companies are forced to deal with employees
benefits from 2009 to 2010. Paid military leave
who are away from the office on active duty. Twenty-
was the only paid leave benefit offered by fewer
two percent offered paid military leave beyond what
companies in 2010 than in 2006 (22% in 2010
may be required by law (a small number of states
compared with 31% in 2006).
have paid military leave requirements).
Paid Leave Benefits by Organization
Leave for New Parents Staff Size and Organization Sector
There are also some paid leave benefits available to
Overall, larger organizations were significantly
new parents. Seventeen percent of organizations
more likely to offer paid leave benefits. There were
offered both paid maternity leave (other than what
no significant differences in these benefits by profit
is covered by short-term disability or state law) and
status. Governmental organizations were more likely
paid paternity leave. In addition, 16% offered paid
to offer many of these benefits.
adoption leave.
All results by organization staff size and sector are
displayed in the appendix.
Table E-2 Paid Leave Benefits (by Year)

2006 and 2010* 2009 and 2010*
Paid holidays 98% 97% 97% 97% 97%
Paid bereavement leave 91% 90% 90% 90% 89%
Paid jury duty above what is required by law — — — 62% 68%
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%
Paid time off to serve on the board of a community group or — — — — 20%
professional association
Family leave above required state FMLA leave 25% 24% 22% 20% 19%
Paid time off cash-out option A
— — — — 19%
Paid vacation cash-out optionA — — — — 18%
Paid maternity leave 12% 18% 15% 14% 17%
Paid paternity leave 13% 17% 13% 15% 17%
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 A
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%
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%
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.
Family-Friendly Benefits
Table F-1 lists various family-friendly benefits and (3) the percentage of those that did not offer the
(1) the percentage of human resource professionals benefit but had plans to do so within the next 12
who indicated that their organization offered months. To get a complete picture of benefits and
each benefit; (2) the percentage of organizations coverage, respondents indicated whether any aspect
that offered the benefit but had plans to reduce of any company-held plan included these particular
or eliminate it within the next 12 months; and benefits.11
Table F-1 Family-Friendly Benefits

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 15% 1% 1%
health care coverage)
529 plan 13% 0% 1%
Domestic partner benefits for opposite-sex partners (not 13% 3% *
including health care coverage)
Elder care referral serviceB 11% 0% 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% *
Babies at work I
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.
Dependent Care Flexible Adoption and Foster Care Assistance 28% of

Spending Accounts According to responding HR professionals, 9% of companies had
Dependent care flexible spending accounts allow organizations offered adoption assistance and 1%
an on-site
employees to set aside pretax dollars that can later provided foster care assistance to their employees.
be reimbursed for dependent care expenses. These
lactation/
accounts are popular with employees since the tax Elder Care Benefits mother’s
benefit offsets some of the expenses of dependent According to national research, individuals in room, and
care. Three out of four organizations (72%) offered slightly more than one out of four U.S. households 4% provided
this benefit. are involved in the care of an adult, the elderly lactation
or children with special needs.14 Many of these support
Dependent Care Educational Assistance individuals are part of the “sandwich” generation—
services.
Some companies provide educational assistance to caring for young children and elderly relatives.
the dependents of their employees. Thirteen percent Dependent care flexible spending accounts can
of organizations provided 529 plans—tax-advantaged be used to offset the cost of both child care and
savings plans designed to encourage saving for future elder care, and some organizations offered elder
college costs. care options similar to child care benefits. Again,
the most frequently offered benefit of this type
Domestic Partner Benefits was an elder care referral service, which 11% of
Overall, 17% of organizations offered some form of organizations made available to employees. Less
domestic partner benefits other than health care. commonly offered elder care benefits included
Fifteen percent of organizations offered same-sex geriatric counseling (4%), access to backup elder care
domestic partner benefits (excluding health care), services in the case of an unexpected event (2%),
and 13% provided opposite-sex domestic partner elder care assisted living assessments (1%), elder care
benefits (excluding health care). in-home assessments (1%) and on-site elder care fairs
(1%).
Child Care Benefits
With the majority of single-parent families having
Other Family-Friendly Benefits
a parent in the workforce and more than 60% of In addition to child care benefits, elder care benefits,
two-parent families with both parents employed,12 adoption and foster care assistance, organizations
child care benefits are an important recruiting and offered a number of other benefits that pertained to
job satisfaction driver for working parents. Thirty employees’ dependents. Overall, 29% of companies
percent of companies allowed employees to bring provided benefits to support mothers: 28% of
their children to work in a child care emergency, 17% companies had an on-site lactation/mother’s room,
offered a child care referral service, and 1% allowed and 4% provided lactation support services. Other
parents to bring their babies to work on a regular family-friendly benefits included on-site vaccinations
basis. for infants/children (5%) and parenting workplace
seminars (3%).
These types of benefits, which help the employee
at a minimal cost to the organization, were more Family-Friendly Benefits
commonly offered than costlier benefits such Over the Past Five Years
as access to backup child care services13 (4%),
Table F-2 depicts the percentages of organizations
subsidized child care center (4%), nonsubsidized
offering family-friendly benefits from 2006 through
child care center (3%) and consortium child care
center (1%), which is a center sharing the costs and
benefits from 2009 to 2010.
responsibilities with several companies.
The following benefits decreased from 2006 to more accommodating in this situation. It is also
2010: adoption assistance, elder care referral service possible that because large organizations were more
and foster care assistance. Compared with 2006, the likely than small ones to offer child care and access
ability to bring a child to work in an emergency was to backup child care services, employees at large
offered by more organizations in 2010. organizations were able to utilize these options
instead.
Family-Friendly Benefits by
Organization Staff Size and Publicly owned for-profit and governmental
Organization Sector organizations were somewhat more likely to indicate
their organizations offered family-friendly benefits.
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 Family-Friendly Benefits (by Year)

2006 and 2010* 2009 and 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 — — 15% 14% 15%
(not including health care coverage)
529 plan — — 14% 14% 13%
Domestic partner benefits for opposite-sex partners — — 14% 14% 13%
Elder care referral service 26% 22% 20% 11% 11% 
Adoption assistance 22% 20% 16% 10% 9% 
On-site vaccinations for infants/children — — 3% 3% 5%
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%
Elder care in-home assessments — — 2% 1% 1%
Foster care assistance 11% 10% 6% 2% 1% 
On-site elder care fairs — — 1% 1% 1%
Flexible Working Benefits

Table G-1 lists the prevalence of flexible working personal lives. According to the SHRM 2010 Job
benefits and (1) the percentage of human resource Satisfaction research report, 46% of employees
professionals who indicated that their organization cited the flexibility to balance work/life issues as
offered each benefit; (2) the percentage of a very important contributor to job satisfaction.16
organizations that offered the benefit but had plans These benefits help companies attract and retain
to reduce or eliminate it within the next 12 months; high-quality talent and are a key factor in employee
and (3) the percentage of those that did not offer the satisfaction. Many companies offer nontraditional
benefit but had plans to do so within the next 12 scheduling options to employees to help them
months. To get a complete picture of benefits and balance their work and personal lives. Almost one-
coverage, respondents indicated whether any aspect half (49%) of organizations offered flextime, which
of any company-held plan included these particular allows employees to select their work hours within
benefits.15 limits established by the employer.
Nontraditional Scheduling Options In addition to flextime, 55% of organizations

offered some form of telecommuting: 44% of
Flexible working benefits are a cost-effective
respondents reported that their organizations offered
way to help employees balance their work and
telecommuting on an ad-hoc basis, 34% on a part-
Table G-1 Flexible Working Benefits

Offer the benefit Offer the benefit but have plans to reduce or Do not offer the benefit but have plans to do
eliminate the benefit within the next 12 months 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.
time basis and 17% on a full-time basis. More than breaks. Thirty-nine percent offered mealtime flex,
one-third (34%) of organizations offered compressed which allows employees to make up time at some 55% of
workweeks, where full-time employees are allowed point during the day as a result of a longer meal organizations
to work longer days for part of a week or pay period break or to leave early as a result of a shorter meal offered some
in exchange for shorter days or a day off during break.
that week or pay period. Thirteen percent offered
form of
job sharing, in which two employees share the Other Flexible Working Benefits telecommuting:
responsibilities, accountability and compensation of Other types of flexible working benefits offered by 44% of
one full-time job. These types of flexible scheduling companies included seasonal scheduling (17%) and respondents
benefits allow organizations to recruit and retain alternating location arrangements (4% ), allowing reported that their
motivated workers who may not be able or willing to employees to work part of the year in one location organizations
work a traditional nine-to-five schedule. and the rest of the year in another location (e.g., offered
snowbird employees—those who move from colder
Nineteen percent of organizations offered shift telecommuting
climates to warmer climates in the winter).
flexibility, where employees are allowed to coordinate on an ad-hoc
with co-workers to adjust their schedules by trading, basis, 34% on a
Flexible Working Benefits
dropping or picking up shifts. One percent of
Over the Past Five Years part-time basis
organizations had a results-only work environment
(ROWE), allowing employees to work wherever and Table G-2 shows the percentages of organizations and 17% on a
whenever they wish as long as projects are completed that offered flexible working benefits from 2006 full-time basis.
on a timely basis. through 2010. There were no significant changes in
these benefits from 2009 to 2010.
Casual Dress The only significant decrease from 2006 was the
More than one-half (57%) of companies offered percentage of companies that offered flextime
casual dress at least once a week, 34% allowed (57% in 2006 compared with 49% in 2010).
casual dress every day, and 23% allowed seasonal Telecommuting on a part-time basis was the
casual dress, which allows casual dress for extended only flexible working benefit offered by more
periods during the year. While many companies may organizations in 2010 than in 2006.
consider casual dress part of their organizational
culture as opposed to an employee benefit, Flexible Working Benefits
employees appreciate the opportunity to wear more by Organization Staff Size
comfortable clothes. and Organization Sector
Larger organizations were significantly more likely
Break Arrangements than smaller organizations to offer many of these
Some organizations offer a variety of benefits benefits, as were governmental organizations
designed to provide employees more flexibility in compared with other sectors. All results by
deciding when they can take breaks. Forty-three organization staff size and sector are displayed in the
percent provided break arrangements that allow appendix.
employees who generally can only take assigned
breaks with more flexibility over when they take
Table G-2 Flexible Working Benefits (by Year)

2006 2007 2008 2009 2010 Differences between 2006 and 2010* Differences between 2009 and 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%
Providing Employees With More Freedom
Results-only work environment (ROWE), a management workplace practices such as ROWE and telecommuting that
strategy that evaluates employees on results instead of allow America’s workforce to meet the demands of their jobs
attendance, was co-founded by two HR professionals at without sacrificing the needs of their families. SHRM supports
Best Buy—Cali Ressler and Jody Thompson. The transition voluntary policies that assist employees in balancing the
to ROWE at Best Buy resulted in decreased voluntary demands of work and family life. Last year, in a letter to all U.S.
turnover, increased productivity and improved employee Senators and Representatives, SHRM President and CEO
engagement. The success of ROWE at Bust Buy has led other Laurence O’Neil announced that the Society is committed to
organizations such as Gap Outlet and Office of Personnel leading all stakeholders in the debate over the 21st century
Management to adopt the ROWE model for their employees. workplace flexibility policy that meets the needs of both
employees and employers.
On March 31, 2010, the Obama Administration at the Forum
on Workplace Flexibility discussed the importance of flexible
Telework Programs
Executive Summary of SHRM Foundation-Funded Research
Telework (also called telecommuting) allows Study Methods

workers to conduct all or some of their work at Researchers Payne, Henning and Huffman
home and is becoming increasingly common. surveyed 342 employees of a Big Four
Telework has the potential to decrease costs for accounting firm about their jobs, work
organizations by reducing overhead expenses environments, telework experiences and family
and employee commuting costs. Telework has lives. Supervisor performance ratings were
also been touted as a way to help employees provided for 194 of the employees.
balance work and home life, suggesting that this
balance will indirectly benefit the organization Employees indicated that they spent, on average,
through greater employee work performance. almost 16% of their work time working from
Although telecommuting has generally been home. The telework experience of the sample
found to have a positive effect on work ranged from one to 177 months, with an average
performance, it is unclear why this relationship of 33.77 months.
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.
Key Findings and Implications xx Individuals who prefer to integrate work and
for Practice nonwork lives experience higher levels of work/
Work performance increased as employees family balance when they telework more often.
teleworked for greater time periods. Telework These findings suggest that managers should
resulted in poorer performance only when the encourage integration of work and nonwork life
employee was working in a home environment among employees who telecommute frequently,
with many distractions and interruptions. perhaps by providing employees with training on
how to fully integrate work and family roles.
xx Managers should be open to a telework
arrangement because it has the potential to SHRM Foundation Grant
increase employee performance. This research was funded by a grant from the
xx Managers should counsel employees about SHRM Foundation. The SHRM Foundation is
appropriate environments at home that will a 501(c)(3) nonprofit organizational affiliate of
limit distractions and interruptions, so that both the Society for Human Resource Management
employees and organizations will reap the (SHRM). Founded in 1966, the SHRM
benefits of this work arrangement. Foundation maximizes the impact of the HR
xx The employees who teleworked more reported
profession on organizational decision-making and
better work-to-family facilitation, such that performance by promoting innovation, education,
employees’ engagement in telework was research and the use of research-based
shown to yield positive outcomes in their family knowledge. The SHRM Foundation is governed
life. However, work/family balance was not the by a volunteer board of directors comprising
mechanism through which telework positively distinguished HR academic and practice leaders.
affected performance. Contributions to the SHRM Foundation are tax-
deductible. Online at www.shrm.org/foundation.
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.
Personal Services Benefits

Personal services benefits range from professional benefit but had plans to do so within the next 12
development opportunities to pet health insurance. months. To get a more complete picture of benefits
Table H-1 lists the prevalence of these benefits and and coverage, respondents indicated whether any
(1) the percentage of human resource professionals aspect of any company-held plan included these
who indicated that their organization offered each particular benefits.17
benefit; (2) the percentage of organizations that
offered the benefit but had plans to reduce or Career Development Assistance
eliminate it within the next 12 months; and (3) the Organizations offer a variety of benefits designed to
percentage of organizations that did not offer the help employees advance in their careers. These types
Table H-1 Personal Services Benefits

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%
Free/discounted uniforms 30% 13% 0%
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%
Career counseling 15% 5% 1%
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.
of benefits provide a dual advantage—employees and communication between different departments.

feel the organization cares about their professional Seventeen percent of organizations offered
71% of
development, and the organization gains a richer, formal mentoring programs, 15% provided career organizations
better-prepared workforce. Ninety percent offered counseling, and 11% offered college/school paid for
professional development opportunities such as selection/referrals, providing employees with certification or
seminars, conferences or courses to their staff information and helping to link them to colleges. recertification
and paid professional memberships. Seventy-one fees, and
percent of organizations paid for certification or Work/Life Balance Benefits
70% paid for
recertification fees, and 70% paid for professional Some of the benefits in this category are designed
license application or renewal fees. to save employees the time and energy of having to
professional
schedule such everyday tasks as visiting the bank license
Almost one-half of companies (49%) offered cross-
(98% of organizations offered direct deposit and application or
training to develop skills not directly related to their
employees’ current jobs. In addition to furthering
11% offered paycards), preparing meals (22% offered renewal fees.
food services or a subsidized cafeteria and 3% offered
employees’ skill sets, this can increase understanding
Table H-2 Personal Services Benefits (by Year)

2006 and 2010* 2009 and 2010*
Direct deposit 98% 98% 97% 99% 98%
Professional development opportunities 95% 96% 95% 91% 90%
Professional memberships 90% 91% 91% 91% 90%
Certification/recertification fees — — 76% 77% 71%
Professional license application or renewal fees — 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%
On-site ATMs — — 17% 20% 20%
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%
College/school selection/referral 13% 12% 14% 11% 11%
Paycards — — — — 11%
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%
On-site haircuts — — — 1% 1%
prepared take-home meals), going to the post office Other Personal Services Benefits
(19% offered postal services) or going to the dry
Almost a quarter (22%) of companies offered
cleaner (7% offered dry-cleaning services).
organization-sponsored sports teams. In addition to
In addition, 20% had on-site ATMs, and 1% physical exercise and health benefits, sports teams
provided on-site haircuts. Other benefits, such as offer employees a chance to socialize and build
legal assistance or services (20%), travel planning rapport outside of their work environment.
services (10%) and concierge services (2%), help
Other types of personal services offered by
employees in more specific circumstances.
organizations included executive club memberships
(19%), employer-sponsored personal shopping
Uniform Benefits
discounts (9%), pet health insurance (4%) and self-
Some employees are required to wear certain attire defense training (3%).
while working, and employers may offer assistance
in paying for it. Almost one-third of organizations Personal Services Benefits
(30%) offered free or discounted uniforms to Over the Past Five Years
employees.
Table H-2 shows the percentages of companies that
offered personal services benefits from 2006 through
Language Skills
Some companies offer English as a second language benefits from 2009 to 2010.
(ESL) classes to workers looking to improve their
English language skills; 8% of organizations offered Only two benefits were offered by fewer
this benefit. organizations in 2010 than in 2006: executive club
memberships (28% in 2006 compared with 19% in
An increasingly diverse workforce and the 2010) and travel planning services (23% in 2006
globalization of the economy have made language compared with 10% in 2010).
skills more important than ever. Workers,
supervisors, customers and business partners may Personal Services Benefits
have different levels of English proficiency, and some by Organization Staff Size
may not speak English at all. To address this divide, and Organization Sector
some organizations offer foreign language classes
Again, larger organizations were more likely than
to workers or supervisors who frequently deal with
smaller organizations to offer many personal services
individuals whose native language is not English.
benefits. There were also considerable differences by
Seven percent of organizations offered some form of
sector in what personal services benefits were offered,
foreign language classes.
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.
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 permanent move. The most commonly offered
assistance when employees or new hires are required assistance in this situation was single relocation
to relocate. Some organizations also provide benefits lump-sum payment, which 28% of organizations
that assist employees in acquiring homes. Table offered. Some employers prefer this option because
I-1 lists the prevalence of housing and relocation providing a single lump sum to the relocating
benefits and (1) the percentage of human resource employee eliminates paperwork and administration
professionals who indicated that their organization for the organization.
offered each benefit; (2) the percentage of
One-fifth (20%) of companies provided location visit
organizations that offered the benefit but had plans
assistance or house-hunting trips to employees who
to reduce or eliminate it within the next 12 months;
were relocating to a new area. In addition, 11% of
and (3) the percentage of those that did not offer the
organizations offered assistance to employees who
benefit but had plans to do so within the next 12
needed to sell a home at their original location.
months. To get a complete picture of benefits and
Ten percent of respondents indicated that their
coverage, respondents indicated whether any aspect
companies offered a cost-of-living differential to
of any company-held plan included these particular
assist employees relocating to a more expensive area,
benefits.
and 10% offered spouse relocation assistance to help
One-Time Permanent married employees whose “trailing” spouse might
Relocation Benefits be faced with searching for a job in an unfamiliar
location. Five percent offered reimbursement for
Most housing and relocation benefits involve newly
financial loss sustained from a home sale.
hired or transferred employees who face a one-time
Table I-1 Housing and Relocation Benefits

Temporary relocation benefits 28% 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.
Temporary Relocation Benefits Housing and Relocation Benefits

Temporarily relocated employees are often maintaining Over the Past Five Years
two households—one at the permanent location to Table I-2 shows the percentages of organizations that
which they plan to return and one to maintain a offered these housing and relocation benefits from
comfortable presence at their temporary location. More 2006 through 2010. Compared with 2009, location
than a quarter (28%) of companies offered temporary visit assistance and rental assistance benefits were
relocation benefits to assist in easing this burden. offered by fewer organizations in 2010.
Housing Assistance The following benefits were offered by fewer

companies in 2010 than in 2006: assistance selling
Some organizations offer employees assistance in
previous home, cost-of-living differential, down
purchasing a new home: 6% offered home insurance
payment assistance, location visit assistance, mortgage
program, 3% provided mortgage assistance, 2% offered
assistance, rental assistance, spouse relocation assistance
down payment assistance, and 1% provided mortgage
and temporary relocation benefits.
insurance. These benefits may be offered as part of a
relocation package or as a general employee benefit to Housing and Relocation Benefits
increase retention. Most organizations that offer these by Organization Staff Size
types of benefits require employees to have certain and Organization Sector
tenure and/or stay for a certain period of time after
Overall, larger organizations were significantly more
receiving the assistance. Organizations also hope that
likely to offer housing and relocation benefits. Once
homeowners may feel more rooted in the community
again, publicly owned for-profit organizations were
and therefore less likely to leave.
more likely to offer the majority of these benefits. All
Additional housing and relocation benefits offered by results by organization staff size and organization
companies included housing counseling (6%), rental sector are displayed in the appendix.
assistance (3%) and renter insurance program (3%).
Table I-2 Housing and Relocation Benefits (by Year)

2006 and 2010* 2009 and 2010*
Temporary relocation benefits 43% 42% 40% 35% 28% 
Relocation lump-sum payment — — — 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%
Business Travel Benefits

When employees travel for business, companies often or additional compensation for time spent on
provide additional benefits to make up for incidental business travel.
costs and inconvenience associated with being away
from home. Table J-1 lists the prevalence of business Travel Expenses
travel benefits and (1) the percentage of human The most commonly offered business travel benefits
resource professionals who indicated that their included providing per diem for meals (65%),
organization offered each benefit; (2) the percentage allowing employees to keep frequent flyer miles
of organizations that offered the benefit but had (64%) and hotel points (64%) earned while traveling
plans to reduce or eliminate it within the next 12 for business and put them toward personal use,
months; and (3) the percentage of those that did providing a business laptop for personal use (62%),
not offer the benefit but had plans to do so within paying for Internet access (55%) and paying for long-
the next 12 months. To get a complete picture of distance calls home while on business travel (54%).
benefits and coverage, respondents indicated whether
any aspect of any company-held plan included these A smaller number of companies provided car or limo
particular benefits. service to/from airport (35%) and paid for rental car
upgrades (13%), dry cleaning expenses (12%), first
Business travel benefits come in many forms. The class/business class airfare (12%), minibar snacks
most frequently offered benefits involved either at the hotel (9%), pay-per-view movies (5%), health
reimbursement for expenses incurred while traveling club fees (3%), child care expenses (2%) and pet
Table J-1 Business Travel Benefits

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.
care arrangement expenses (1%) incurred while on through 2010. There were no significant changes in
business travel. 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
Seven percent of organizations offered supplementary
hotel and travel accident insurance were the benefits
pay for weekend travel beyond what is required by
offered by fewer organizations in 2010 compared
law for nonexempt employees.
with 2006.
Other Business Travel Benefits

Business Travel Benefits by
More than one-third (37%) of organizations offered Organization Staff Size and
travel accident insurance, which provides coverage Organization Sector
for individuals who might be harmed or killed while
Larger companies were more likely than smaller
on business travel. Less commonly offered travel
companies to offer many of these benefits. Overall,
benefits included paid travel expenses for a spouse
privately and publicly owned for-profit organizations
(6%) and paid airline club memberships (5%).
were more likely to offer these benefits. The only
exception was a per diem for meals: government
Business Travel Benefits
organizations were more likely to offer this benefit.
Over the Past Five Years
All results by staff size and sector are displayed in the
Table J-2 shows the percentages of companies appendix.
offering these business travel benefits from 2006
Table J-2 Business Travel Benefits (by Year)

2006 and 2010* 2009 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%
Other Benefits 37% of

organizations
Table K-1 lists other benefits that did not fit into one Volunteer Programs offered
of the 10 previous categories and (1) the percentage
of human resource professionals who indicated that
Community volunteer programs offer companies discount
their organization offered each benefit; (2) the
an excellent opportunity to provide value-added ticket
benefits to the business, employees and the
percentage of organizations that offered the benefit services, and
community. These programs can be tailored to best
but had plans to reduce or eliminate it within the
suit the needs of the organization’s mission, vision
32% offered
next 12 months; and (3) the percentage of those
and business goals, and were offered by 40% of company-
that did not offer the benefit but had plans to do purchased
organizations.
so within the next 12 months. To get a complete
tickets to
picture of benefits and coverage, respondents Employee Recognition
indicated whether any aspect of any company-held events such
Some benefits provide employee recognition. as cultural
plan included these particular benefits.
More than two-thirds (68%) of organizations
proceedings,
Social Gatherings rewarded milestones such as birthdays and service
anniversaries. In addition, 47% offered some type of
sporting events
Social gatherings provide the opportunity for
noncash companywide performance awards, such as or theme parks.
employees to get to know one another outside of
gift certificates or an extra day off.
the job, which can help lead to better working
relationships at the office. More than three-quarters Other Benefits
(79%) of organizations offered holiday parties, and
Other benefits included take your child to work day
56% said they had company picnics. More than a
(25%), allowing pets at the office (6%), take your
third (37%) of organizations offered discount ticket
parent to work day (1%) and take your pet to work
services, and 32% offered company-purchased tickets
day (1%).
to events such as cultural proceedings, sporting
events or theme parks.
Table K-1 Other 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
Holiday parties 79% 10% 1%
Milestone rewards A
68% 6% 1%
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% *
(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.
Other Benefits Over the Past Five Years Other Benefits by Organization
Table K-2 shows the percentages of companies Staff Size and Organization Sector
offering these benefits from 2006 through 2010. With the exception of holiday parties, larger
Take your child to work day was the only benefit organizations were more likely than smaller
offered by fewer companies in 2010 compared organizations to offer many of these benefits.
with 2009. The following benefits were offered Likewise, privately and publicly owned for-profit
by fewer organizations in 2010 than in 2006: organizations were more likely than other sectors to
company picnic, company-purchased tickets, holiday indicate their organizations offered many of these
parties, milestone rewards, noncash companywide benefits. All results by organization staff size and
performance awards and take your child to work day. organization sector are displayed in the appendix.
Table K-2 Other Benefits (by Year)

2006 and 2010* 2009 and 2010*
Holiday parties 87% 85% 83% 81% 79% 
Milestone rewards 76% 75% 74% 70% 68% 
Company picnic 66% 64% 62% 59% 56% 
Noncash companywide performance awards 56% 54% 56% 51% 47% 
Community volunteer programs — — 48% 42% 40%
Discount ticket services — — 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%
Conclusions
After a decline in the number organizations offering employees now paying more attention to these
employee benefits from 2008 to 2009, the 2010 benefits, there is an opportunity for organizations Employees
study revealed that employee benefits have remained to help a more engaged workforce better understand consistently
relatively steady over the past 12 months. The the true value of their benefits packages. rate benefits,
only areas experiencing a downward trend since
As shown throughout this report, organizations
especially
2009 were housing and relocation and business health care
offer a wide range of traditional and nontraditional
travel benefits. It is important to note that some
benefits. In the past, the dilemma for organizations benefits, as
of the changes uncovered in this report appear
to have been in response to the changes in the
was how to offer the right mix of these benefits one of the key
economy, while other changes represent shifts that
to attract and retain top performers while also factors in job
balancing their increasing costs. The ability to
have gradually occurred over the last several years. satisfaction.
manage these ever-increasing costs, along with the
The fact that organizations have not made drastic
new health care legislation, will have a new and
reductions in their benefits offerings is a promising
profound impact on employee benefits programs
sign and displays the importance of benefits to both
in the future. These challenges in the midst of an
employees and employers.
economic recovery are laying a foundation for a
Employees consistently rate benefits, especially new way of doing business. Across all industries,
health care benefits, as one of the key factors in job HR professionals will be called upon to lead their
satisfaction. In addition, a recent survey of U.S. organizations through this complex and volatile
employers and employees revealed that because landscape to develop benefits strategies that enhance
of the recent economic events, 46% of employees productivity, attract and retain employees and build a
are taking a greater interest in understanding the strong employer brand.
benefits they receive through their employers.18 With
Methodology
A sample of HR professionals was randomly selected changes included SHRM’s own research of benefits
from SHRM’s membership database, which included trends, a need for clarification of some represented
approximately 250,000 individual members at the benefits, member input and external research
time the survey was conducted. Only members and resources. New or edited items are footnoted
who had not participated in a SHRM survey or throughout the report.
poll in the last four months were included in the
sampling frame. Members who were students, Notations
located internationally or had no e-mail address Analysis: Analyses by HR professionals’ staff size
on file were excluded from the sampling frame. In and employment sector are presented and discussed,
February 2010, an e-mail that included a hyperlink when applicable. In some cases, the data are not
to the Employee Benefits Survey19 was sent to 3,000 depicted in corresponding tables/figures even
randomly selected SHRM members. Of these, 2,850 though the results are statistically significant.
e-mails were successfully delivered to respondents,
xx Organization staff size categories: small (1 to 99
and 534 HR professionals responded, yielding a
employees), medium (100 to 499 employees) and
response rate of 19%. The survey was accessible
large (500 or more employees). The analysis by
for a period of four weeks, and multiple reminders
staff size refers to the number of full and part-time
were sent to nonrespondents in an effort to increase
employees at the responding HR professional’s
response rates. The sample of HR professionals was
work location only.
generally representative of the SHRM membership
xx Organization sector: publicly owned for-profit
population.
organization, privately owned for-profit organiza-
The report is composed of 11 benefits sections: tion, nonprofit organization, government sector
health care and welfare benefits, preventive health and “other” category. Results are not presented
and wellness benefits, retirement savings and for “other” employment sector due to the small
planning benefits, financial and compensation number of organizations in this category.
benefits, paid leave benefits, family-friendly benefits,
flexible working benefits, personal services benefits, Differences: Conventional statistical methods were
housing and relocation benefits, business travel used to determine if observed differences were
benefits, and other benefits. Each section has two statistically significant (i.e., there is a small likelihood
tables in the body of the report. Table 1 displays the that the differences occurred by chance). Therefore,
overall percentage of organizations that offer each in most cases, only results that were significant are
benefit, the percentage of organizations that offer included, unless otherwise noted. In some cases, data
the benefit but have plans to reduce or eliminate it may be discussed in the text of this report but not
within the next 12 months and the percentage of presented in an accompanying figure or table.
organizations that do not offer the benefit but have Tables: Unless otherwise noted in a specific table,
plans to do so within the next 12 months. Table 2 please note that the following are applicable to data
illustrates the percentage of organizations offering depicted in tables throughout this report.
benefits on an annual basis over a period of five
xx Percentages for a question or a response option
years. In the appendix, Table 3 presents data by
may not total 100% due to rounding.
organization staff size, as defined by the number
of employees at the respondent’s location. Table 4 xx The sample size is based on the actual number of
presents data by organization sector. respondents by organization sector and organiza-
tion staff size who answered the question using the
A number of benefits have been added, changed response options provided.
or dropped from 2009 to 2010. Forces driving the
xx Data are sorted in descending order by the first a question on the survey because the question or
percentage column in a table. some of its parts were not applicable or because the
requested data were unavailable. This also accounts
Figures: Unless otherwise noted in a specific figure,
for the varying number of responses within each
percentages for a question may not total 100% due to
table or figure.
rounding.
Confidence level and margin of error: A
Generalization of results: As with any research,
confidence level and margin of error give readers
readers should exercise caution when generalizing
some measure of how much they can rely on
results and take individual circumstances and
survey responses to represent all SHRM members.
experiences into consideration when making
Given the level of response to the survey, SHRM
decisions based on these data. While SHRM is
Research is 96% confident that responses given
confident in its research, it is prudent to understand
by responding HR professionals can be applied to
that the results presented in this survey report
all SHRM members, in general, with a margin of
are only truly representative of the sample of HR
error of approximately 4%. For example, 59% of HR
professionals responding to the survey.
professionals reported their organizations offered
Number of respondents: The number of wellness programs. With a 4% margin of error, the
respondents (indicated by “n” in figures and tables) reader can be 96% certain that between 55% and
varies from table to table and figure to figure 63% of SHRM members would report that their
because some respondents did not answer all of the organizations presently offer wellness programs.
questions. Individuals may not have responded to
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%
(n = 532) Government agency 7%
(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, 27%
Oklahoma, South Carolina, Tennessee, Texas, Virginia, West Virginia)
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)
Appendix
Benefits by Organization Staff Size and Organization Sector
Table A-3 Health Care and Welfare Benefits (by Organization Staff Size)
Overall Small Medium Large Differences Based on
(1–99 Employees) (100–499 Employees) (500 or More Employees) Staff Size*
Prescription drug program coverage 96% 93% 98% 98%
Dental insurance 94% 87% 97% 100% Large, medium > small
Mail-order prescription program 91% 88% 91% 93%
Chiropractic coverage 85% 82% 90% 82%
Preferred provider organization (PPO) 85% 79% 85% 92% Large > small
Accidental death and dismemberment insurance (AD&D) 82% 82% 81% 85%
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% Large > small
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% Large > small
Bariatric coverage for weight loss 31% 29% 29% 36%
Cancer insurance 31% 31% 30% 33%
Long-term care insurance 31% 22% 33% 38% Large > small
Infertility treatment coverage (other than 30% 28% 31% 32%
in-vitro fertilization)
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%
Table A-3 Health Care and Welfare Benefits (by Organization Staff Size) (continued from page 51)
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% Large > small
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)
Table A-4 Health Care and Welfare Benefits (by Organization Sector)
Overall Privately Owned Nonprofit Publicly Owned Government Differences Based on Sector*
For-Profit Organization For-Profit Sector
Organization Organization
Prescription drug program coverage 96% 96% 94% 100% 100%
Dental insurance 94% 93% 93% 100% 100%
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 82% 82% 82% 86% 75%
(AD&D)
Mental health coverage 82% 80% 86% 82% 83%
Vision insurance 77% 74% 75% 89% 83% Public(FP) > Private(FP), NP
Long-term disability insurance 76% 70% 81% 86% 83% 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)
Domestic partner health care coverage (same-sex) 38% 32% 42% 56% 33% Public(FP) > Private(FP), Govt
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% NP, Govt > Private(FP),
Public(FP)
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%
Long-term care insurance 31% 28% 27% 36% 53% Govt > Private(FP), NP
Infertility treatment coverage (other than 30% 28% 31% 39% 28%
in-vitro fertilization)
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%
Table A-4 Health Care and Welfare Benefits (by Organization Sector) (continued from page 53)
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% Public(FP) > NP
Indemnity plan (fee-for-service) 8% 9% 5% 10% 8%
Elective procedures coverage 7% 5% 11% 10% 6%
Employer-matched contributions to health 7% 6% 9% 7% 3%
savings account
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.
Table B-3 Preventive Health and Wellness Benefits (by Organization 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 33% 18% 33% 51% Large > medium, small
chronic health conditions Medium > small
Weight-loss program 30% 13% 29% 51% Large > medium, small
Medium > small
Rewards or bonuses for achieving or completing certain 28% 20% 28% 38% Large > small
health and wellness goals/programs
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 12% 5% 14% 17% Large > small
risk assessment
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 11% 3% 15% 14% Large, medium > small
tobacco products
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 9% 2% 11% 13% Large > small
wellness program
Fitness equipment subsidy/reimbursement 5% 4% 3% 7%
On-site nap room 5% 4% 5% 7%
Health care premium discount for participating in a 4% 1% 6% 5%
weight-loss program
(n = 532)
Table B-4 Preventive Health and Wellness Benefits (by Organization Sector)
Wellness resources and information 75% 69% 78% 85% 86% Public(FP), Govt > Private(FP)
On-site seasonal flu vaccinations 68% 61% 75% 76% 81% NP, Public(FP), Govt >
Private(FP)
Wellness programs 59% 52% 55% 65% 75% Public(FP), Govt > Private(FP)
24-hour nurse line 56% 54% 48% 67% 58% Public(FP) > NP
CPR/first aid training 55% 52% 65% 48% 64%
Health screening programs 43% 36% 50% 47% 67% NP, Govt > Private(FP)
Health fairs 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
On-site H1N1 flu vaccinations 35% 25% 51% 36% 64% NP, Govt > Private(FP)
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 33% 29% 28% 45% 47% Public(FP), Govt > Private(FP),
employees with chronic health conditions NP
Weight-loss program 30% 26% 25% 40% 42% Govt > NP
Rewards or bonuses for achieving or completing 28% 27% 25% 32% 36%
certain health and wellness goals/programs
On-site fitness center 21% 13% 35% 27% 33% NP, Govt > Private(FP)
On-site blood pressure machine 20% 16% 25% 25% 22%
Nutritional counseling 18% 17% 20% 18% 25%
On-site fitness classes 14% 7% 26% 14% 33% NP, Govt > Private(FP)
Health care premium discount for getting an annual 12% 11% 9% 18% 11%
health risk assessment
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 11% 12% 3% 19% 8% Public(FP) > NP
tobacco products
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 9% 9% 5% 15% 6%
wellness program
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 4% 4% 2% 10% 3%
weight-loss program
(n = 529)
Table C-3 Retirement Savings and Planning Benefits (by Organization Staff Size)
Overall Small Medium Large Differences Based
(1–99 Employees) (100–499 Employees) (500 or More Employees) 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 39% 32% 38% 50% Large > medium, small
retirement plan
Retirement planning services 39% 36% 39% 44%
Roth 401(k) savings plan 28% 28% 28% 29%
Defined benefit pension plan 27% 20% 25% 40% Large > medium, small
Automatic escalation of salary deferral amounts for defined 18% 13% 19% 22%
contribution plans
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)
Table C-4 Retirement Savings and Planning Benefits (by Organization Sector)
Defined contribution retirement plan 92% 90% 95% 98% 83%
Employer match for defined contribution 72% 69% 76% 85% 42% Public(FP) > Private(FP), Govt
retirement plan Private(FP), NP > Govt
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 39% 34% 45% 47% 44%
retirement plan
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% Govt > Private(FP), NP,
Public(FP)
Automatic escalation of salary deferral amounts for 18% 17% 15% 27% 11%
defined contribution plans
Supplemental executive retirement plan (SERP) 11% 5% 15% 25% 8% Public(FP) > Private(FP)
Cash balance pension plan 9% 5% 13% 14% 11%
Formal phased retirement program 6% 3% 6% 6% 25% Govt > Private(FP)
401(k) debit card 2% 2% 3% 1% 0%
(n = 529)
Table D-3 Financial and Compensation Benefits (by Organization Staff Size)
Payroll deductions 93% 88% 95% 94%
On-site parking 90% 89% 90% 91%
Life insurance 87% 80% 88% 94% Large > small
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 49% 45% 53% 46%
vehicles
Incentive bonus plan (nonexecutive) 46% 42% 46% 51%
Employee referral bonus 41% 23% 46% 53% Large, medium > small
Shift premiums 41% 20% 45% 59% Large > medium, small
Medium > small
Table D-3 Financial and Compensation Benefits (by Organization Staff Size) (continued from page 58)
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% Large > medium, small
Medium > small
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% Large > small
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 7% 4% 9% 7%
situations
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)
Table D-4 Financial and Compensation Benefits (by Organization Sector)

Payroll deductions 93% 92% 93% 94% 97%
On-site parking 90% 90% 86% 94% 92%
Life insurance 87% 84% 93% 88% 100% Govt > Private(FP)
Business cell phone or handheld device for 62% 63% 55% 69% 50%
personal use
Undergraduate educational assistance 62% 53% 69% 72% 83% Public(FP) , Govt > Private(FP)
Life insurance for dependents 58% 54% 51% 78% 64% 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 49% 51% 40% 49% 61%
vehicles
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
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
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% Public(FP), Private(FP) > Govt
Financial planning services 28% 24% 31% 35% 31%
Employee computer purchase discounts 26% 22% 22% 43% 25% Public(FP) > Private(FP), NP, Govt
(not a loan)
Sign-on bonus (executive) 26% 26% 20% 44% 3% Public(FP) > Private(FP), NP, Govt
Accelerated death benefits 25% 23% 27% 35% 14% Private(FP) > Govt
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 18% 20% 19% 16% 3%
assistance
Scholarships for members of employees’ families 17% 12% 16% 32% 19% Public(FP) > Private(FP), NP, Govt
Credit counseling service 16% 15% 20% 17% 14%
Sign-on bonus (nonexecutive) 16% 15% 14% 25% 3% Public(FP) > Govt
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% Public(FP) > Private(FP), NP, Govt
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% Public(FP) > Private(FP), NP, Govt
Table D-4 Financial and Compensation Benefits (by Organization Sector) (continued from page 60)
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 non- 7% 7% 5% 8% 3%
emergency situations
Parking subsidy 7% 6% 12% 3% 11%
Non-qualified stock options (NQSOs or NSOs) 6% 3% 0% 26% 0% Public(FP) > Private(FP), NP, Govt
Carpooling subsidy 5% 4% 4% 7% 8%
Free computers to employees for personal use 5% 4% 11% 3% 3%
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)
Table E-3 Paid Leave Benefits (by Organization Staff Size)

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%
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 20% 24% 19% 17%
group or professional association
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% Large > small
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% Large > small
Parental leave above state FMLA leave 17% 11% 19% 20%
Time bank of vacation leave 17% 17% 14% 20%
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% Large > small
Company-paid time off for group vacations 1% 1% 2% 1%
(n = 532)
Table E-4 Paid Leave Benefits (by Organization Sector)

Paid holidays 97% 97% 93% 100% 100% Public(FP), Govt > NP
Paid bereavement leave 89% 87% 90% 98% 83% Public(FP) > Private(FP),Govt
Paid jury duty above what is required by law 68% 66% 71% 72% 67%
Paid time off plan 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 >
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 20% 19% 25% 17% 19%
group or professional association
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% Govt > Private(FP)
Paid time off for volunteering 17% 15% 19% 25% 8%
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 >
Paid adoption leave 16% 10% 25% 19% 33% Govt >
Private(FP), Public(FP)
Unpaid sabbatical program 16% 12% 24% 9% 44% Govt >
NP > Private(FP), Public(FP
Time bank of paid time off 15% 11% 20% 11% 36% Govt >
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% Govt >
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% Govt , NP > Public(FP)
Company-paid time off for group vacations 1% 2% 1% 0% 0%
(= 529)
Table F-3 Family-Friendly Benefits (by Organization Staff Size)

Dependent care flexible spending account 72% 56% 77% 83% Large, medium > small
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 15% 8% 17% 20% Large > small
529 plan 13% 9% 13% 20% Large > small
Domestic partner benefits for opposite-sex partners 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)
Table F-4 Family-Friendly Benefits (by Organization Sector)

Dependent care flexible spending account 72% 64% 78% 83% 89% Govt > Private(FP)
Bring child to work in emergency 30% 32% 31% 22% 31%
On-site lactation/mother’s room 28% 25% 36% 33% 25%
Child care referral service 17% 16% 18% 24% 3% Public(FP) > Govt
Domestic partner benefits for same-sex 15% 14% 13% 23% 14%
partners (not including health care coverage)
529 plan 13% 11% 15% 19% 22%
Domestic partner benefits for opposite-sex 13% 12% 14% 18% 11%
partners (not including health care coverage)
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)
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% Govt > Private(FP), Public(FP)
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)
Table G-3 Flexible Working Benefits (by Organization Staff Size)

Overall Small Medium Large Differences Based on Staff Size*
(1–99 Employees) (100–499 Employees) (500 or More Employees)
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% Large > small
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%
(n = 532)
Table G-4 Flexible Working Benefits (by Organization Sector)

Casual dress day (one day per week) 57% 55% 51% 65% 78% Govt > Private(FP), NP
Flextime 49% 46% 50% 56% 58%
Telecommuting on an ad-hoc basis 44% 42% 39% 56% 50% Public(FP) >
Private(FP), NP
Break arrangements 43% 45% 41% 36% 50%
Mealtime flex 39% 41% 40% 26% 50% Govt > Public(FP)
Casual dress (every day) 34% 37% 25% 33% 33%
Compressed workweek 34% 31% 35% 32% 69% Govt > Private(FP), NP, Public(FP)
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% Govt > Private(FP), Public(FP)
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)
Table H-3 Personal Services Benefits (by Organization Staff Size)

Direct deposit 98% 96% 97% 100%
Professional development opportunities 90% 87% 90% 95%
Professional memberships 90% 91% 91% 88%
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 49% 43% 48% 57% Large > small
to the job
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
On-site ATMs 20% 4% 17% 44% Large > medium, small
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
College/school selection/referral 11% 7% 11% 15%
Paycards 11% 7% 10% 17% Large > small
Travel planning services 10% 7% 10% 14%
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% Large > medium, small
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)
Table H-4 Personal Services Benefits (by Organization 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 49% 48% 45% 51% 58%
to the job
Free/discounted uniforms 30% 30% 25% 32% 42%
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% Public(FP) > Private(FP)
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% Public(FP) > Govt
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% Govt > Public(FP)
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)
Table I-3 Housing and Relocation Benefits (by Organization 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 5% 1% 6% 7%
from a home sale
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)
Table I-4 Housing and Relocation Benefits (by Organization Sector)

Temporary relocation benefits 28% 28% 18% 42% 14% Public(FP) > Private(FP), NP, Govt
Relocation lump-sum payment 25% 25% 25% 49% 8% Public(FP) > Private(FP), NP, Govt
Location visit assistance 20% 20% 16% 30% 8% Public(FP) > NP, Govt
Assistance selling previous home 11% 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% Public(FP) > NP, Govt
Home insurance program 6% 6% 4% 14% 3%
Housing counseling 5% 5% 3% 11% 0%
Reimbursement for financial loss sustained from 5% 5% 0% 9% 0%
a home sale
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)
Table J-3 Business Travel Benefits (by Organization Staff Size)

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% Large > medium, small
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)
Table J-4 Business Travel Benefits (by Organization 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 62% 63% 55% 66% 58%
business travel
Paid Internet access while on business travel 55% 57% 47% 60% 44%
Paid long-distance calls home while on 54% 57% 40% 78% 22% Public(FP) > Private(FP), NP, Govt
business travel Private(FP), NP > Govt
Travel accident insurance 37% 35% 33% 55% 28% Public(FP) > Private(FP), NP, Govt
Car or limo service to/from airport 35% 39% 27% 35% 25%
Rental car upgrades 13% 17% 4% 15% 6% Private(FP) > NP
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)
Table K-3 Other Benefits (by Organization 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)
Table K-4 Other Benefits (by Organization Sector)

Holiday parties 79% 83% 82% 77% 50% Private(FP), NP, Public(FP) > Govt
Milestone rewards 68% 65% 75% 73% 58%
Company picnic 56% 59% 51% 60% 39%
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% Private(FP), NP, Public(FP) > Govt
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)
Prevalence of Benefits (In Alphabetical Order) Prevalence of Benefits (continued)

24-hour nurse line 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% Domestic partner benefits for opposite-sex partners (not including health care 13%
coverage)
Alternative/complementary medical coverage 14%
Domestic partner benefits for same-sex partners (not including health 15%
Assistance selling previous home 11% care coverage)
Auto insurance program 10% Domestic partner health care coverage (opposite-sex) 37%
Automatic enrollment into defined contribution retirement plan 39% Domestic partner health care coverage (same-sex) 38%
Automatic escalation of salary deferral amounts for defined contribution plans 18% Donations for participation in charitable events 34%
Automobile allowances for business use of personal vehicles 49% Down payment assistance 2%
Babies at work 1% Dry cleaning services 7%
Balanced funds 60% Educational loans for members of employees’ families 3%
Bariatric coverage for weight loss 31% Elder care assisted living assessments 1%
Break arrangements 43% Elder care in-home assessments 1%
Bring child to work in emergency 30% Elder care leave above federal FMLA leave 11%
Business cell phone or handheld device for personal use 62% Elder care leave above state FMLA leave 11%
Business laptop for personal use while on business travel 62% Elder care referral service 11%
Cancer insurance 31% Elective procedures coverage 7%
Car or limo service to/from airport 35% Emergency flexibility 7%
Career counseling 15% Employee assistance program (EAP) 75%
Carpooling subsidy 5% Employee computer purchase discounts (not a loan) 26%
Cash balance pension plan 9% Employee discounts on company services 38%
Casual dress (every day) 34% Employee referral bonus 41%
Casual dress day (one day per week) 57% Employer match for defined contribution retirement plan 72%
Casual dress (seasonal) 23% Employer-matched contributions to health savings account (HSA) 7%
Certification/recertification fees 71% Employer-sponsored personal shopping discounts 9%
Child care expenses while on business travel 2% English as a second language (ESL) classes 8%
Child care referral service 17% Exclusive provider organization (EPO) 9%
Chiropractic coverage 85% Executive club memberships 19%
College/school selection/referral 11% Experimental/elective drug coverage 3%
Community volunteer programs 40% Family leave above required federal FMLA leave 20%
Company picnic 56% Family leave above required state FMLA leave 19%
Company-owned car for employee use 23% Financial planning services 28%
Company-paid time off for group vacations 1% First or business class airfare 12%
Company-purchased tickets 32% Fitness center membership subsidy/reimbursement 33%
Compressed workweek 34% Fitness equipment subsidy/reimbursement 5%
Concierge services 2% Flextime 49%
Consortium child care center 1% Floating holidays 43%
Consumer-directed health care plan (CDHP) 16% Food services/subsidized cafeteria 22%
Contraceptive coverage 68% Foreign language classes 7%
Cost-of-living differential 10% Formal phased retirement program 6%
CPR/first aid training 55%
Prevalence of Benefits (continued) Prevalence of Benefits (continued)

Foster care assistance 1% Mealtime flex 39%
Free computers to employees for personal use 5% Medical flexible spending accounts 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%
Prevalence of Benefits (continued) Prevalence of Benefits (continued)

Paid time off to serve on the board of a community group or professional 20% Spot bonus 30%
association Spouse relocation assistance 10%
Paid travel expenses for spouse 6% Stock purchase plan 12%
Paid vacation cash-out option 18% Stress-reduction program 10%
Paid vacation plan 44% Subsidized child care center 4%
Parental leave above federal FMLA leave 17% Subsidized cost of elder care 3%
Parental leave above state FMLA leave 17% Supplemental accident insurance 44%
Parenting workplace seminars 3% Supplemental executive retirement plan (SERP) 11%
Parking subsidy 7% Support groups 17%
Paycards 11% Surcharges for spousal health care coverage 26%
Payroll advances 19% Take your child to work day 25%
Payroll deductions 93% Take your parent to work day 1%
Personal tax services 2% Take your pet to work day 1%
Pet care arrangements while on business travel 1% Target-date retirement funds 46%
Pet health insurance 4% Telecommuting on a full-time basis 17%
Pets at work 6% Telecommuting on a part-time basis 34%
Pharmacy management program 15% Telecommuting on an ad-hoc basis 44%
Point of service (POS) plan 21% Temporary relocation benefits 28%
Postal services for employees 19% Time bank of paid time off 15%
Preferred provider organization (PPO) 85% Time bank of sick leave 11%
Prepared take-home meals 3% Time bank of vacation leave 17%
Prescription drug program coverage 96% Transit subsidy 11%
Preventive programs specifically targeting employees with chronic 33% Travel accident insurance 37%
health conditions
Travel planning services 10%
Professional development opportunities 90%
Undergraduate educational assistance 62%
Professional license application or renewal fees 70%
Unpaid sabbatical program 16%
Professional memberships 90%
Vacation purchase plan 5%
Qualified transportation spending account 12%
Vision insurance 77%
Rehabilitation assistance 45%
Weight-loss program 30%
Reimbursement for financial loss sustained from a home sale 5%
Wellness newsletter/column 41%
Relocation lump-sum payment 28%
Wellness programs 59%
Rental assistance 3%
Wellness resources and information 75%
Rental car upgrades 13%
Wholesale generic drug program for injectable drugs 18%
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 28%
goals/programs
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%
Benefits Index
A B Certification/recertification fees
Table H–1, Table H–2, Table H–3, Table H–4
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 Charitable contributions
Access to backup child care services, Balanced funds Donations for participation in events
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
Matching
Access to backup elder care services Bariatric coverage for weight loss Table D–1, Table D–2, Table D–3, Table D–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
Check cashing, on-site
Accident insurance Bereavement leave, paid Table D–1, Table D–2, Table D–3, Table D–4
Table D–1, Table D–2, Table D–3, Table D–4 Table E–1, Table E–2, Table E–3, Table E–4
Child care
Accident insurance, supplemental Birthdays, paid day off
Access to backup services
Table A–1, Table A–2, Table A–3, Table A–4 Table E–1, Table E–2, Table E–3, Table E–4
Table F–1, Table F–2, Table F–3, Table F–4
Accidental death and dismemberment Blood pressure machine, on-site Expenses while on business travel
insurance Table B–1, Table B–2, Table B–3, Table B–4 Table J–1, Table J–2, Table J–3, Table J–4
Table A–1, Table A–2, Table A–3, Table A–4 Referral service
Break arrangements
Acupressure/acupuncture medical Table G–1, Table G–2, Table G–3, Table G–4 Table F–1, Table F–2, Table F–3, Table F–4
coverage Bring child to work in emergency Child care center
Table A–1, Table A–2, Table A–3, Table A–4
Table F–1, Table F–2, Table F–3, Table F–4 Consortium
AD&D. See Accidental death and Table F–1, Table F–2, Table F–3, Table F–4
Business cell phone or handheld device for
dismemberment insurance personal use Nonsubsidized
Additional pay for weekend travel Table D–1, Table D–2, Table D–3, Table D–4
Table J–1, Table J–2, Table J–3, Table J–4 Subsidized
Business laptop for personal use while on Table F–1, Table F–2, Table F–3, Table F–4
Adoption assistance 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 Chiropractic coverage
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 College/school selection/referral
Airline club membership C
Table J–1, Table J–2, Table J–3, Table J–4 Community groups, paid time off to serve
Cancer insurance on board
Alternating location arrangements Table A–1, Table A–2, Table A–3, Table A–4 Table E–1, Table E–2, Table E–3, Table E–4
Table G–1, Table G–2, Table G–3, Table G–4
Car or limo service to/from airport Community volunteer programs
Alternative/complementary medical Table J–1, Table J–2, Table J–3, Table J–4 Table K–1, Table K–2, Table K–3, Table K–4
coverage
Table A–1, Table A–2, Table A–3, Table A–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
Assistance selling previous home
Table I–1, Table I–2, Table I–3, Table I–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
ATMs, on-site
Table H–1, Table H–2, Table H–3, Table H–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
Auto insurance program
Table D–1, Table D–2, Table D–3, Table D–4 Casual dress day Company-purchased tickets
Every day Table K–1, Table K–2, Table K–3, Table K–4
Automatic enrollment into defined
Table G–1, Table G–2, Table G–3, Table G–4 Compensation benefits. See Financial and
contribution retirement plan
Table C–1, Table C–2, Table C–3, Table C–4 One day per week compensation benefits
Automatic escalation of salary deferral Compressed workweek
Seasonal Table G–1, Table G–2, Table G–3, Table G–4
amounts for defined contribution plans Table G–1, Table G–2, Table G–3, Table G–4
Table C–1, Table C–2, Table C–3, Table C–4 Computers
CDHP. See Consumer-directed health
Automobile allowances for business use care plan Business laptop for personal use while
of personal vehicles on travel
Table D–1, Table D–2, Table D–3, Table D–4 Cell phone and/or handheld device for Table J–1, Table J–2, Table J–3, Table J–4
personal use Free to employees for personal use
Table D–1, Table D–2, Table D–3, Table D–4 Table D–1, Table D–2, Table D–3, Table D–4
Loans for employees to purchase Domestic partner health care coverage Employee keeps frequent flyer miles
Table D–1, Table D–2, Table D–3, Table D–4 Opposite-sex partners Table J–1, Table J–2, Table J–3, Table J–4
Purchase discounts Table A–1, Table A–2, Table A–3, Table A–4 Employee keeps hotel points
Table D–1, Table D–2, Table D–3, Table D–4 Same-sex partners Table J–1, Table J–2, Table J–3, Table J–4
Concierge services Table A–1, Table A–2, Table A–3, Table A–4
Employee referral bonus
Table H–1, Table H–2, Table H–3, Table H–4 Donations for participation in charitable Table D–1, Table D–2, Table D–3, Table D–4
Consortium child care center events
Table D–1, Table D–2, Table D–3, Table D–4 Employer match for defined contribution
retirement plan
Consumer-directed health care plan Down payment assistance Table C–1, Table C–2, Table C–3, Table C–4
Table A–1, Table A–2, Table A–3, Table A–4 Table I–1, Table I–2, Table I–3, Table I–4
Employer-matched contributions to health
Contraceptive coverage Drugs. See Prescription drug program saving accounts
Table A–1, Table A–2, Table A–3, Table A–4 coverage Table A–1, Table A–2, Table A–3, Table A–4
Cost-of-living differential Dry cleaning services Employer-sponsored personal shopping
Table I–1, Table I–2, Table I–3, Table I–4 Table H–1, Table H–2, Table H–3, Table H–4 discounts
Dry cleaning while on business travel Table H–1, Table H–2, Table H–3, Table H–4
CPR/first aid training
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 EPO. See Exclusive provider organization
EAP. See Employee assistance program
Credit union ESL. See English as a second language
Table D–1, Table D–2, Table D–3, Table D–4 Educational assistance classes
Table D–1, Table D–2, Table D–3, Table D–4
Critical illness insurance Exclusive provider organization
Table A–1, Table A–2, Table A–3, Table A–4 Educational loans for members of Table A–1, Table A–2, Table A–3, Table A–4
employees' families
Cross-training to develop skills not directly Table D–1, Table D–2, Table D–3, Table D–4 Executive club memberships
related to the job Table H–1, Table H–2, Table H–3, Table H–4
Table H–1, Table H–2, Table H–3, Table H–4 Elder care
Access to backup services Experimental/elective drug coverage
Cultural event tickets. See Company- Table F–1, Table F–2, Table F–3, Table F–4 Table A–1, Table A–2, Table A–3, Table A–4
purchased tickets
Assisted living assessments F
D Family-friendly benefits
Geriatric counseling
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
Table C–1, Table C–2, Table C–3, Table C–4
In-home assessments Family leave
Defined contribution plan loans Table F–1, Table F–2, Table F–3, Table F–4 Above and beyond required federal
Table C–1, Table C–2, Table C–3, Table C–4 Leave above and beyond federal FMLA FMLA leave
Defined contribution retirement plan Table E–1, Table E–2, Table E–3, Table E–4 Table E–1, Table E–2, Table E–3, Table E–4
Table C–1, Table C–2, Table C–3, Table C–4 Leave above and beyond state FMLA Above and beyond required state FMLA
Table E–1, Table E–2, Table E–3, Table E–4 leave
Dental insurance 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 Paid
Dependent care flexible spending account Referral service Table E–1, Table E–2, Table E–3, Table E–4
Table F–1, Table F–2, Table F–3, Table F–4 Table F–1, Table F–2, Table F–3, Table F–4 Financial and compensation benefits
Direct deposit Subsidized cost Table D–1, Table D–2, Table D–3, Table D–4
Table H–1, Table H–2, Table H–3, Table H–4 Table A–1, Table A–2, Table A–3, Table A–4
Financial planning services
Disability insurance Elective procedures coverage Table D–1, Table D–2, Table D–3, Table D–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
First aid training
Discount ticket services Emergency flexibility Table B–1, Table B–2, Table B–3, Table B–4
Table K–1, Table K–2, Table K–3, Table K–4 Table E–1, Table E–2, Table E–3, Table E–4
First or business class airfare
Domestic partner benefits (other than Employee assistance program Table J–1, Table J–2, Table J–3, Table J–4
health care) Table A–1, Table A–2, Table A–3, Table A–4
Fitness center, on-site
Opposite-sex partners Employee computer purchase discounts Table B–1, Table B–2, Table B–3, Table B–4
Table F–1, Table F–2, Table F–3, Table F–4 Table D–1, Table D–2, Table D–3, Table D–4
Same-sex partners Employee discounts on company services
Fitness center membership subsidy/ Graduate educational assistance Health screening programs
reimbursement 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
Grandchildren, health care coverage for HMOs. See Health maintenance
Fitness classes, on-site dependents 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
H1N1 flu vaccinations, on-site
Fitness equipment subsidy/ Grief recovery program Table B–1, Table B–2, Table B–3, Table B–4
reimbursement Table A–1, Table A–2, Table A–3, Table A–4
Holiday parties
Group vacations. See Company-paid time Table K–1, Table K–2, Table K–3, Table K–4
529 plan off for group vacations Holidays, paid
H Table E–1, Table E–2, Table E–3, Table E–4
Flexible spending accounts, medical Home insurance program
Table A–1, Table A–2, Table A–3, Table A–4 Haircuts, on-site
Table H–1, Table H–2, Table H–3, Table H–4 Table I–1, Table I–2, Table I–3, Table I–4
Flextime Hospital indemnity insurance
Table G–1, Table G–2, Table G–3, Table G–4 Handheld devices. See Cell phone and/or
handheld device for personal use Table A–1, Table A–2, Table A–3, Table A–4
Floating holidays Hotel points
Table E–1, Table E–2, Table E–3, Table E–4 Health and lifestyle coaching
Table B–1, Table B–2, Table B–3, Table B–4 Table J–1, Table J–2, Table J–3, Table J–4
Flu vaccinations, on-site Housing benefits
Table B–1, Table B–2, Table B–3, Table B–4 Health care
Table I–1, Table I–2, Table I–3, Table I–4
Food services/subsidized cafeteria Dependent grandchildren coverage
Table A–1, Table A–2, Table A–3, Table A–4 Housing counseling
Domestic partner coverage Table I–1, Table I–2, Table I–3, Table I–4
Foreign language classes Table A–1, Table A–2, Table A–3, Table A–4 HRA. See Health reimbursement accounts
Foster children coverage
HSA. See Health savings accounts
Formal phased retirement program
Table C–1, Table C–2, Table C–3, Table C–4 Part-time worker coverage I
Foster care assistance In-vitro fertilization coverage
Table F–1, Table F–2, Table F–3, Table F–4 Premium discount for getting annual
health risk assessment
Foster children, health care coverage Table B–1, Table B–2, Table B–3, Table B–4 Incentive bonus plan
Premium discount for not using tobacco Executive
401(k) debit card products Table D–1, Table D–2, Table D–3, Table D–4
Table C–1, Table C–2, Table C–3, Table C–4 Table B–1, Table B–2, Table B–3, Table B–4 Nonexecutive
Free computers to employees for personal Premium discount for participating in a Table D–1, Table D–2, Table D–3, Table D–4
use weight-loss program Incentive stock options
Table D–1, Table D–2, Table D–3, Table D–4 Table B–1, Table B–2, Table B–3, Table B–4
Premium discount for participating in
Free/discounted uniforms wellness program Indemnity plan (fee-for-service)
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 A–1, Table A–2, Table A–3, Table A–4
Free or discounted home Internet service Premium flexible spending account Individual investment advice
Table D–1, Table D–2, Table D–3, Table D–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
Frequent flyer miles Retiree coverage Infertility treatment coverage
Table J–1, Table J–2, Table J–3, Table J–4 Table A–1, Table A–2, Table A–3, Table A–4
In-vitro fertilization
Surcharges for spousal coverage Table A–1, Table A–2, Table A–3, Table A–4
Full flexible benefits plan Table A–1, Table A–2, Table A–3, Table A–4
Table D–1, Table D–2, Table D–3, Table D–4 Other than in-vitro fertilization
Health club fees while on travel Table A–1, Table A–2, Table A–3, Table A–4
G Table J–1, Table J–2, Table J–3, Table J–4
Intensive care insurance
Gender reassignment surgery coverage Health fairs Table A–1, Table A–2, Table A–3, Table A–4
Table A–1, Table A–2, Table A–3, Table A–4 Table B–1, Table B–2, Table B–3, Table B–4
Internet
Generic drug program for injectable Health maintenance organizations Free or discounted home service
drugs Table A–1, Table A–2, Table A–3, Table A–4 Table D–1, Table D–2, Table D–3, Table D–4
Table A–1, Table A–2, Table A–3, Table A–4 Health reimbursement accounts Paid access while on travel
Geriatric counseling Table A–1, Table A–2, Table A–3, Table A–4 Table J–1, Table J–2, Table J–3, Table J–4
Table F–1, Table F–2, Table F–3, Table F–4 Health savings accounts ISOs. See Incentive stock options
J 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
Job sharing
Table G–1, Table G–2, Table G–3, Table G–4 Maternity leave, paid Elder care fairs
Table E–1, Table E–2, Table E–3, Table E–4
Jury duty, paid Fitness center
Table E–1, Table E–2, Table E–3, Table E–4 Mealtime flex Table B–1, Table B–2, Table B–3, Table B–4
L Fitness classes
Medical clinic, on-site Table B–1, Table B–2, Table B–3, Table B–4
Lactation/mother's room Table B–1, Table B–2, Table B–3, Table B–4 Haircuts
Table F–1, Table F–2, Table F–3, Table F–4 Table H–1, Table H–2, Table H–3, Table H–4
Medical flexible spending accounts
Lactation support services Table A–1, Table A–2, Table A–3, Table A–4 Lactation/mother's room
Table F–1, Table F–2, Table F–3, Table F–4 Table F–1, Table F–2, Table F–3, Table F–4
Mental health coverage
Language classes. See English as a Medical clinic
second language classes; Foreign
Mentoring program Nap room
(non-English) language classes
Table H–1, Table H–2, Table H–3, Table H–4 Table B–1, Table B–2, Table B–3, Table B–4
Laptop for travel/personal use Parking
Milestone rewards
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 K–1, Table K–2, Table K–3, Table K–4
Laser-based vision correction coverage Sick room
Military leave, paid
Leave benefits Vaccinations
Minibar snacks at hotel Table B–1, Table B–2, Table B–3, Table B–4
Table J–1, Table J–2, Table J–3, Table J–4 Vaccinations for infants/children
Legal assistance/services Table F–1, Table F–2, Table F–3, Table F–4
Mortgage assistance
Table I–1, Table I–2, Table I–3, Table I–4 Organization-sponsored sports teams
Life insurance Table H–1, Table H–2, Table H–3, Table H–4
Mortgage insurance
Life insurance for dependents P
Mother's room, on-site
Table D–1, Table D–2, Table D–3, Table D–4 Paid adoption leave
Lifestyle coaching Table E–1, Table E–2, Table E–3, Table E–4
Table B–1, Table B–2, Table B–3, Table B–4 N Paid airline club membership
Loans for employees to purchase personal Nap room, on-site Table J–1, Table J–2, Table J–3, Table J–4
computers Table B–1, Table B–2, Table B–3, Table B–4 Paid bereavement leave
Table D–1, Table D–2, Table D–3, Table D–4 Non-qualified stock options Table E–1, Table E–2, Table E–3, Table E–4
Loans to employees for emergency/disaster Table D–1, Table D–2, Table D–3, Table D–4 Paid day off for employee's birthday
assistance Noncash companywide performance Table E–1, Table E–2, Table E–3, Table E–4
Table D–1, Table D–2, Table D–3, Table D–4 awards Paid dry cleaning while on business travel
Location visit assistance Table K–1, Table K–2, Table K–3, Table K–4 Table J–1, Table J–2, Table J–3, Table J–4
Table I–1, Table I–2, Table I–3, Table I–4 Nonsubsidized child care center Paid family leave
Long-distance calls home while on Table F–1, Table F–2, Table F–3, Table F–4 Table E–1, Table E–2, Table E–3, Table E–4
business travel NQSOs. See Non-qualified stock options
Table J–1, Table J–2, Table J–3, Table J–4 Paid health club fees while on business
NSOs. See Non-qualified stock options travel
Long-term care insurance Table J–1, Table J–2, Table J–3, Table J–4
Table A–1, Table A–2, Table A–3, Table A–4 Nurse line, 24-hour
Table B–1, Table B–2, Table B–3, Table B–4 Paid holidays
Long-term disability insurance Table E–1, Table E–2, Table E–3, Table E–4
Table A–1, Table A–2, Table A–3, Table A–4 Nutritional counseling
Table B–1, Table B–2, Table B–3, Table B–4 Paid Internet access while on business
Low-/no-interest loans to employees for travel
non-emergency situations O Table J–1, Table J–2, Table J–3, Table J–4
On-site services Paid jury duty above what is required by
M ATMs, Table H–1 law
Table H–2, Table H–3, Table H–4 Table E–1, Table E–2, Table E–3, Table E–4
Mail-order prescription program
Table A–1, Table A–2, Table A–3, Table A–4 Blood pressure machine Paid long-distance calls home while on
Table B–1, Table B–2, Table B–3, Table B–4 business travel
Massage therapy services at work Check cashing 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 maternity leave Pay-per-view movies at hotel Professional license application or renewal
Table E–1, Table E–2, Table E–3, Table E–4 Table J–1, Table J–2, Table J–3, Table J–4 fees
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 J–1, Table J–2, Table J–3, Table J–4 Table D–1, Table D–2, Table D–3, Table D–4 Q
Paid paternity leave Payroll deductions Qualified transportation spending account
Table E–1, Table E–2, Table E–3, Table E–4 Table D–1, Table D–2, Table D–3, Table D–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 R
Paid personal days Performance awards. See Noncash Rehabilitation assistance
Table E–1, Table E–2, Table E–3, Table E–4 companywide performance awards Table A–1, Table A–2, Table A–3, Table A–4
Paid sabbatical program Personal computers. See Computers Reimbursement for financial loss sustained
Table E–1, Table E–2, Table E–3, Table E–4 from a home sale
Personal days, paid Table I–1, Table I–2, Table I–3, Table I–4
Paid sick leave 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 Relocation benefits
Personal services benefits Table I–1, Table I–2, Table I–3, Table I–4
Paid sick leave plan Table H–1, Table H–2, Table H–3, Table H–4
Table E–1, Table E–2, Table E–3, Table E–4 Relocation lump sum payment
Personal tax services Table I–1, Table I–2, Table I–3, Table I–4
Paid time off cash-out option Table D–1, Table D–2, Table D–3, Table D–4
Table E–1, Table E–2, Table E–3, Table E–4 Rental assistance
Pet care arrangements while on business Table I–1, Table I–2, Table I–3, Table I–4
Paid time off for volunteering 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 Rental car upgrades
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 Renter insurance program
Paid time off to serve on the board of Pets at work
a community group or professional Table K–1, Table K–2, Table K–3, Table K–4 Results-only work environment
association Table G–1, Table G–2, Table G–3, Table G–4
Pharmacy management program
Table E–1, Table E–2, Table E–3, Table E–4 Retention bonus
Paid travel expenses for spouse Point of service plan Executive
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 vacation cash-out option Nonexecutive
POS plan. See Point of service plan Table D–1, Table D–2, Table D–3, Table D–4
Postal services for employees Retiree health care coverage
Paid vacation plan Table H–1, Table H–2, Table H–3, Table H–4 Table A–1, Table A–2, Table A–3, Table A–4
PPOs. See Preferred provider Retirement planning services
Parental leave organizations Table C–1, Table C–2, Table C–3, Table C–4
Above and beyond federal FMLA
Table E–1, Table E–2, Table E–3, Table E–4 Preferred provider organizations Retirement program, formal phased
Table A–1, Table A–2, Table A–3, Table A–4 Table C–1, Table C–2, Table C–3, Table C–4
Above and beyond state FMLA
Table E–1, Table E–2, Table E–3, Table E–4 Prepared take-home meals Rewards or bonuses for achieving or
Parenting workplace seminars Table H–1, Table H–2, Table H–3, Table H–4 completing certain health and wellness
Table F–1, Table F–2, Table F–3, Table F–4 Prescription drug program coverage goals/programs
Parking
On-site services, Preventive programs specifically targeting Roth 401(k) savings plan
Table D–1, Table D–2, Table D–3, Table D–4 employees with chronic health conditions Table C–1, Table C–2, Table C–3, Table C–4
Subsidy Table B–1, Table B–2, Table B–3, Table B–4 ROWE. See Results-only work
Table D–1, Table D–2, Table D–3, Table D–4 Professional associations, paid time off to environment
Part-time workers serve on board
S
Health care coverage
Table A–1, Table A–2, Table A–3, Table A–4 Sabbatical program
Professional development opportunities
Table H–1, Table H–2, Table H–3, Table H–4 Paid
Paternity leave, paid Table E–1, Table E–2, Table E–3, Table E–4
Unpaid Supplemental accident insurance U

Table E–1, Table E–2, Table E–3, Table E–4 Table A–1, Table A–2, Table A–3, Table A–4
Undergraduate educational assistance
Scholarships for members of employees' Supplemental executive retirement plan Table D–1, Table D–2, Table D–3, Table D–4
families Table C–1, Table C–2, Table C–3, Table C–4
Table D–1, Table D–2, Table D–3, Table D–4 Uniforms, free/discounted
Support groups Table H–1, Table H–2, Table H–3, Table H–4
Seasonal flu vaccinations, on-site Table A–1, Table A–2, Table A–3, Table A–4
Table B–1, Table B–2, Table B–3, Table B–4 Unpaid sabbatical program
Surcharges for spousal health care Table E–1, Table E–2, Table E–3, Table E–4
Seasonal scheduling coverage
Table G–1, Table G–2, Table G–3, Table G–4 Table A–1, Table A–2, Table A–3, Table A–4 V
Self-defense training Vacation purchase plan
T
Table H–1, Table H–2, Table H–3, Table H–4 Table E–1, Table E–2, Table E–3, Table E–4
Take your child to work day
SERP. See Supplemental executive Vacations. See Company-paid time off for
retirement plan group vacations
Take your parent to work day
Shift flexibility Vaccinations
Table G–1, Table G–2, Table G–3, Table G–4 On-site
Take your pet to work day Table B–1, Table B–2, Table B–3, Table B–4
Shift premiums
Table D–1, Table D–2, Table D–3, Table D–4 On-site for infants/children
Target-date retirement funds Table F–1, Table F–2, Table F–3, Table F–4
Short-term disability insurance
Table C–1, Table C–2, Table C–3, Table C–4 Vision correction coverage
Tax services Laser-based
Sick leave
Table D–1, Table D–2, Table D–3, Table D–4 Table A–1, Table A–2, Table A–3, Table A–4
Telecommuting Vision insurance
Sick room, on-site
Ad-hoc basis Table A–1, Table A–2, Table A–3, Table A–4
Table G–1, Table G–2, Table G–3, Table G–4 Volunteering
Sign-on bonus Full-time basis Community programs
Executive Table G–1, Table G–2, Table G–3, Table G–4 Table K–1, Table K–2, Table K–3, Table K–4
Table D–1, Table D–2, Table D–3, Table D–4 Part-time basis Paid time off for
Nonexecutive Table G–1, Table G–2, Table G–3, Table G–4 Table E–1, Table E–2, Table E–3, Table E–4
Temporary relocation benefits
Smoking cessation program Table I–1, Table I–2, Table I–3, Table I–4 W
Table B–1, Table B–2, Table B–3, Table B–4 Weight loss
Time banks
Sports teams. See Organization-sponsored Paid time off Bariatric coverage
sports teams Table E–1, Table E–2, Table E–3, Table E–4 Table A–1, Table A–2, Table A–3, Table A–4
Spot bonus Sick leave Programs
Table D–1, Table D–2, Table D–3, Table D–4 Table E–1, Table E–2, Table E–3, Table E–4 Table B–1, Table B–2, Table B–3, Table B–4
Spouses Vacation leave Wellness newsletter/column

Table E–1, Table E–2, Table E–3, Table E–4 Table B–1, Table B–2, Table B–3, Table B–4
Paid travel expenses
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
Table I–1, Table I–2, Table I–3, Table I–4 Transit subsidy Wellness resources and information
Surcharges for health care coverage 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
Stock options Table J–1, Table J–2, Table J–3, Table J–4 injectable drugs
Table D–1, Table D–2, Table D–3, Table D–4 Table A–1, Table A–2, Table A–3, Table A–4
Travel benefits. See Business travel
Stock purchase plan benefits
Travel planning services
Stress-reduction program Table H–1, Table H–2, Table H–3, Table H–4
24-hour nurse line
Subsidized child care center Table B–1, Table B–2, Table B–3, Table B–4
Subsidized cost of elder care
Endnotes
1
For more information about this legislation, 11
For 2010, “babies at work” was added to the
SHRM’s Health Care Resource Page is a family-friendly benefits section.
one-stop resource with all of the latest articles, 12
Bureau of Labor Statistics. (2008). Families with
stories, videos, webcasts and advocacy efforts
own children: Employment status of parents by age
surrounding health care reform. Please visit
of youngest child and family type, 2006-07 annual
www.shrm.org/hrdisciplines/healthcare.
averages. Retrieved April 1, 2010, from
2
For 2010, “on-site H1N1 flu vaccinations” and www.bls.gov/news.release/famee.t04.htm.
“on-site seasonal flu vaccinations” were added to 13
For more information on backup care, please
the health and welfare benefits section.
refer to SHRM’s survey brief on this topic,
3
U.S. Department of Health and Human Services. Backup Care: Alternative Child and Family Care
(2003). HHS issues report on the impact of poor Arrangements (SHRM, 2007).
health on businesses [News release]. Retrieved 14
National Alliance for Caregiving and AARP.
April 1, 2010, from www.hhs.gov/news
(2009). Caregiving in the U.S. Retrieved April 1,
/press/2003pres/20030916.html.
2010, from www.caregiving.org/data
4
For 2010, “automatic escalation of salary deferral /CaregivingUSAllAgesExecSum.pdf.
amounts for defined contribution plans” was 15
For 2010, “seasonal casual dress” was added to
added to the retirement savings and planning
the flexible working benefits section.
benefits section.
16
Society for Human Resource Management. (2010,
5
U.S. Census Bureau. (2004). Journey to work:
June). 2010 employee job satisfaction: A research
2000. Retrieved April 1, 2010, from
report by SHRM. Alexandria, VA: Author.
www.census.gov/prod/2004pubs/c2kbr-33.pdf.
17
For 2010, “pay cards” was added to the personal
6
Ibid.
services benefits section.
7
Society for Human Resource Management. 18
MetLife. (2009). MetLife study of employee benefits
(2009, June). SHRM Poll: Assistance
trends. Retrieved April 1, 2010, from www.
organizations offer to help employees deal with high
whymetlife.com/trends.
gas prices. Retrieved April 1, 2010, from www.
shrm.org/surveys/. 19
This survey instrument is available upon request
by contacting the SHRM Survey Program at
8
SHRM Human Capital Benchmarking Database
surveys@shrm.org or by phone at 703-535-6301.
(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.
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: 1. Global Diversity and Inclusion: Perceptions,
Executive Summary (December 2009) Practices and Attitudes Survey Report (June
2009)
2. The U.S. Recession and Its Impact on Employee
Retirement (August 2009) 2. 2008 Religion and Corporate Culture Survey
Report (October 2008)
3. 2010 Employee Benefits Survey Report (June
2009) 3. 2007 State of the Workplace Diversity
Management Survey Report (February 2008)
4. Examining Paid Leave in the Workplace (April
2009) 4. 2006 Workplace Diversity and Changes to the
EEO-1 Process Survey Report (October 2006)
Business Leadership
1. What Senior HR Leaders Need to Know: Employee Relations
Perspectives from the United States, Canada, 1. Workplace Policies for Office Pools (January
India, the Middle East and North Africa 2010)
Executive Summary (March 2010)
2. 2009 Job Satisfaction Survey Report (June 2009)
2. The Impact of the U.S. and Global Economic
3. Point of View: The Economic Downturn from
Decline on Businesses (April 2009)
the Employee Perspective (April 2009)
3. Leading Now, Leading the Future: What Senior
4. 2008 Job Satisfaction Survey Report (June 2008)
HR Leaders Need to Know (February 2009)
4. Key Priorities for the HR Profession Through Ethics and Sustainability
2015 (December 2008) 1. The Ethics Landscape in American Business
Survey Report (June 2008)
Compensation 2. Green Workplace (January 2008)
1. SHRM Compensation Data Center
3. 2007 Corporate Social Responsibility Pilot Study
2. 2006 HR Practices in Executive-Level (April 2007)
Compensation Survey Report (May 2006)
Global HR Safety and Security

1. What Senior HR Leaders Need to Know: 1. The H1N1 Virus—How Prepared Is Your
Perspectives from the United States, Canada, Workplace? (October 2009)
India, the Middle East and North Africa 2. 2006 Weapons in the Workplace Survey Report
Executive Summary (March 2008) (November 2006)
2. Global Talent Sourcing in the United States and
Canada (March 2008) Staffing Management
1. Interviewing Do’s and Don’ts for Job Seekers
3. Corporate Indian Companies: Forging New
(November 2009)
Talent Pipelines and Creative Career Pathways
(November 2008) 2. Background Checking: Conducting Credit
Background Checks (January 2010)
Organizational and 3. SHRM and CCHRA 2008 Global Talent
Employee Development Sourcing in the United States and Canada (March
1. 2009 Human Capital Benchmarking Study: 2008)
Executive Summary (November 2009)
4. 2007 Advances in E-Recruiting Leveraging the
2. What Senior HR Leaders Need to Know .Jobs Domain Survey Report (June 2007)
(February 2009)
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 Project leader: Shawn Fegley, survey research analyst
for Human Resource Management
(SHRM). All content is for informational Project contributors: Evren Esen, manager, SHRM Survey Research Center
purposes only and is not to be construed
as a guaranteed outcome. The Society for Jennifer Schramm, M. Phil., manager, Workplace Trends and
Human Resource Management cannot Forecasting Program
accept responsibility for any errors or
omissions or any liability resulting from the External contributors: SHRM Total Rewards/Compensation and Benefits Special
use or misuse of any such information. Expertise Panel: Jennifer C. Loftus CCP, CBP, GRP, SPHR;
Theresa Perry, SPHR
© June 2010 Society for Human Resource
Management. All rights reserved. Printed Copy editing: Katya Scanlan, copy editor
in the United States of America.
Design: Jihee Lombardi, graphic designer
This publication may not be reproduced,
stored in a retrieval system or transmitted Production: Bonnie Claggett, production traffic coordinator
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.
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4 A Message From Colonial Life

50 About the Respondents

83 Recently Published SHRM Survey Products

Executive Summary: Employee Benefits

A Message From Colonial Life

Survey Results 79% of

Figure 3 Change in Percentage Figure 4 Change in Percentage Figure 5 Change in Percentage

75% 67% 84%

(n = 408) (n = 412) (n = 407)

Figure 6 Frequency of Reviewing Benefits Program

Health Care and Welfare Benefits

Table A-1 Health Care and Welfare Benefits

Health Insurance Programs most frequently offered type of health insurance

Costs of Health Care Coverage to Companies

Disability procedures such as stomach stapling or gastric bypass

Table A-2 Health Care and Welfare Benefits (by Year)

Preventive Health and Wellness Benefits

Table B-1 Preventive Health and Wellness Benefits

Table B-2 Preventive Health and Wellness Benefits (by Year)

Retirement Savings and Planning Benefits

Table C-1 Retirement Savings and Planning Benefits

72% of organizations provided an employer match on some or all of

Table C-2 Retirement Savings and Planning Benefits (by Year)

Other Retirement Savings 48% in 2006), retirement planning services (39% in

Financial and Compensation Benefits

Table D-1 Financial and Compensation Benefits

58% of organizations offered some form of incentive bonus plans—54% offered

Seventeen percent of organizations provided Supplemental Compensation

Table D-2 Financial and Compensation Benefits (by Year)

Paid Leave Benefits A vast majority

Paid Vacation Plans Family and Medical Leave Act (FMLA)

Table E-1 Paid Leave Benefits

Table E-2 Paid Leave Benefits (by Year)

Table F-1 Family-Friendly Benefits

Dependent Care Flexible Adoption and Foster Care Assistance 28% of

Table F-2 Family-Friendly Benefits (by Year)

Flexible Working Benefits

Nontraditional Scheduling Options In addition to flextime, 55% of organizations

Table G-1 Flexible Working Benefits

Table G-2 Flexible Working Benefits (by Year)

Providing Employees With More Freedom

Telework (also called telecommuting) allows Study Methods

Personal Services Benefits

Table H-1 Personal Services Benefits

of benefits provide a dual advantage—employees and communication between different departments.

Table H-2 Personal Services Benefits (by Year)

20% of companies provided location visit assistance or house-hunting trips to

Housing and Relocation Benefits

Table I-1 Housing and Relocation Benefits

Temporary Relocation Benefits Housing and Relocation Benefits

Housing Assistance The following benefits were offered by fewer

Table I-2 Housing and Relocation Benefits (by Year)

Business Travel Benefits

Table J-1 Business Travel Benefits

Additional Pay Paid dry cleaning while on business travel, paid

Other Business Travel Benefits

Table J-2 Business Travel Benefits (by Year)

Other Benefits 37% of

Table K-1 Other Benefits