Under the spotlight of government oversight, in a highly regulated industry facing extreme challenges on numerous fronts, a company needed to reinvent itself and its culture. It had to retain key people through a period of transformation, build a culture of performance, and create new affinity for the organization – all without increasing costs.
Working closely with our client, we designed and implemented a three-pronged compensation program for senior executives, incorporating base salary, annual bonus, and a long-term incentive. While many executives’ annual base pay remained flat, the long-term incentive ensured they stayed engaged and reinvigorated their focus on sustainable performance.
Meanwhile, we put measures in place to reinvent the culture at all levels. For instance, gift cards for the company’s own services became a common reward for employees – and, for the first time, many staff experienced first-hand what its customers did. We also implemented a new performance evaluation and development program, which made every employee eligible for promotion.
Inside the company, fixed attitudes and notions of entitlement have given way to customer-centricity and fresh thinking. With its new compensation and incentive programs, employees at all levels are more engaged and thoughtful about the role of the company in its customer’s lives – and they are successfully repositioning themselves as an entirely new kind of player in the industry.
At a manufacturing company, an error was made in the communication of contribution amounts to its insurance company’s record keeper. As a result, the wrong contributions were made to most employees over a number of months. Some received too much, while others received too little. The problem had to be resolved swiftly, in a way that complied with legislative guidelines and minimized consequences to employees.
We took the issue off our client’s desk. First, we crunched the data, creating a detailed spreadsheet that itemized every employee, the amounts they’d received, and the amounts that should have been contributed. For the first time, our client could see the impact on individual employees. Next, we developed a strategy to resolve the issue. For employees who had received too much, contributions would be suspended for a period of time; for those who had received too little, we determined the interest rate that should be paid on missed contributions, and confirmed that they had contribution room.
Based on this, a file detailing go-forward contributions was transmitted for the record keeper.
Finally, we created personalized communications that automatically pulled in each employee’s relevant amounts. The letters clearly explained what had happened, what the impact was on their retirement account, and what they could expect to see on future statements as the discrepancy was corrected.
Without requiring substantial amounts of our client’s time and resources, we resolved the issue. Our solution relied heavily on granular analysis of the data and automating processes to simplify communications. What might have been a disastrous situation garnered not a single employee complaint or comment.
They make my life easy by bringing all the elements through, whether they’re big or small, repeatedly, time and time again.
Vice President Human Resources, Sleep Country Canada
Anytime that we ask for the near impossible, they find a way of making it possible.
Vice President, Human Resources & Communications, Allied Properties REIT
I can’t honestly imagine a time when I have not heard back from someone on the team within hours, never mind days.
Chief Financial Officer, Angus Systems Group Limited
In the deal for a major acquisition, it was agreed that the level of health and retirement benefits offered to employees would remain unchanged under the new owners. The plan would have to be up and running before the deal closed, or employees would be left without coverage. We had exactly 35 days.
The benefits and retirement plans we were matching had been designed for a large corporation. We needed comparable benefits for a smaller group. Working closely with the carrier, we obtained rates and negotiated plan design in a matter of days. Where we couldn’t provide identical benefits, we delivered creative solutions. For example, the new plan offered a lower level of critical illness, but provided it to every employee instead of it being optional.
Twenty-two days after opening the case, members of our Benefits & Health and Investment & Retirement practices met directly with employees to walk them through their benefits. Just over a week later, new drug cards were mailed directly to employees’ homes.
In just over a month, our client accomplished what normally takes 60-90 days – including negotiation, plan design, setting up administration, enrollment, and employee education. When the company changed hands, the transition to their new benefits and retirement plans was seamless. In fact, employees said that, due to our face-to-face education, they clearly understood their benefits for the first time.
A multi-national company headquartered in Canada acquired a company in the U.S. The acquirer has a strong, unified culture; their benefits plan for U.S. employees would have to be consistent with that philosophy. At the same time, their program needed to reflect the competitive realities of the U.S.
Because of the unique circumstances facing our client, we undertook an extensive search of U.S.-based consulting firms. We interviewed firms under consideration, made recommendations on short-listed finalists, and flew in to meet final candidates.
When the decision was made and the acquisition was completed, we joined the new U.S. consultant and our client at the table to discuss plan design, financial management, and other details.
Rather than simply “handing off” our client to partners in the U.S., we remain an active participant in the design and management of U.S. benefits, relying on the U.S. consultant to contribute their local perspective and expertise. We closely oversee the plan to ensure it’s in line with our client’s larger objectives and performance expectations. And, with our cross-border knowledge, we’re able to ensure U.S. terms are put into Canadian standards, including preparing executive summaries for senior decision-makers in Canada.
A company with 2,500 employees received a notice from the Pay Equity Officer, inquiring about potential violations. Their queries applied to a large portion of the company’s workforce, and the potential liability was substantial. At the same time, the company was committed to compliance with the Pay Equity Act.
On behalf of our client, we engaged directly with the Pay Equity Officer.
We took care of every detail, including what information was delivered, how and when it was communicated, and the format in which data was presented. At every step, we worked to ensure that our client’s liability was minimized and they remained compliant. Perhaps most important, we cooperated fully and proactively.
The Pay Equity Officer was satisfied, and no further action was taken.
Shortly after we began working with one of Canada’s largest retailers, they were struck with a substantial jump in Long-term Disability premiums as part of their renewal. The increase was based on the incidence and duration of claims. If the trend continued, the company could be forced to either slash benefits or share more of the burden with their employees.
We undertook a comprehensive review of disability claims processes both within our client’s organization and within the insurance carrier.
How were files processed? What forms were submitted? How were return-to-work opportunities handled? Within our client’s organization, one department handled disability claims, while another handled plan design and financial management. We worked with both to help them understand how their work impacted each other.
Changes to processes both within our client’s organization and within the insurance carrier are now driving reductions in the incidence and duration of disability claims. Employees are getting back to work sooner, and feeling better supported – and the company’s disability benefits are on stronger financial footing.
A professional services firm had a Pension Protection Option (PPO) attached to their disability contract. If employees were disabled or absent from work, they could expect employer contributions to their retirement savings to continue.
But when an employee fell ill shortly after we began working with our client, the carrier said the PPO didn’t apply, because the company had discontinued its registered pension plan years earlier in favour of a different retirement vehicle.
In other words: since there was no pension plan for the money promised by the PPO to be deposited to, the benefit could not be paid.
Leveraging our knowledge of the legislation and our expertise in contracts, we worked directly with the CRA and the Registered Plans Directorate to find a solution. Within the confines of the Income Tax Act, the benefit could not be paid into a Deferred Profit Sharing Plan. It could, however, go to the employee’s RRSP. With this knowledge, we worked closely with the carrier to explore adjustments to their process.
A unique arrangement now delivers the promise of the PPO, in compliance with the Income Tax Act: the carrier makes contributions to the disabled employee’s RRSP, up to the point that contribution room allows. After that, the carrier pays the employer any outstanding amount. In turn, the employer pays the employee.