Dan Ennis

Tue, June 10, 2025 at 3:55 AM PDT

Citi is allowing its hybrid employees to work remotely for two weeks of their choice in August, according to a memo seen Monday by Banking Dive.

“We've selected August because it is traditionally a quieter time for some of our businesses and clients, when many are already out of the office due to vacations,” Sara Wechter, the bank’s chief human resources officer, wrote in the memo, first reported by Business Insider.

Citi was an early COVID-era pioneer in its devotion to hybrid scheduling – a commitment the bank reaffirmed Monday, calling it an effective tool to attract and retain talent.

While Citi has offered a similar two-week remote period to hybrid employees every December, it hasn’t given a blanket out-of-office green light in August since 2022.

Citi’s lean into remote work runs counter to a prevailing industry trend that has seen JPMorgan Chase, BNY and Royal Bank of Canada, so far this year, increase the number of days employees are required to work from the office.

JPMorgan in January told employees companywide to return to the office five days a week starting in March.

“We know that some of you prefer a hybrid schedule and respectfully understand that not everyone will agree with this decision,” JPMorgan’s operating committee wrote at the time in a memo. “We think it is the best way to run the company.”

BNY called its employees back to the office four days a week starting in September – but with a caveat that the bank did not intend to push the mandate further.

“We have no plans to return to 5 days in office unless circumstances were to demand otherwise,” BNY said in its April memo.

RBC, meanwhile, said last month that it wants its employees – at least those not already in the office full time or remote full time – to work from the office four days a week starting in September.

That marks only a slight change, though, from the stance the Toronto-based lender took in March 2023, when it gave its hybrid workers the option to work from the office three or four days a week.

RBC is not the only Canadian lender to tighten its reins on in-office work. Scotiabank last week said it would require teams that work in locations with “real estate capacity” to begin coming into the office “4+ days per week” in September, according to an internal memo to Toronto area employees.

“We know having our teams working together in-person has many benefits – greater collaboration, higher engagement, more career development opportunities, and a stronger culture and sense of belonging – and we are already seeing the positive impact this is having across the bank as we focus on executing on our strategy,” Scotiabank spokesperson Clancy Zeifman said in an emailed statement seen by The Globe and Mail.

For teams with more limited real estate, the in-office requirement will increase as space becomes available, the bank said.

“We will continue to build on this impact as we bring our teams on-site more often, with the goal of reaching four days onsite across the bank over time,” Zeifman said.

The memo wasn’t sent to branch workers, who are already working on-site full time.

Likewise, Citi’s August remote-weeks offer does not apply to branch workers, employees in non-hybrid roles or jobs that require staff to be on-site for regulatory reasons.

The bank also specified that employees must work from a location where they have the legal right to do so.

Citi chose a common time frame for its August offer because “having a designated remote work period provides consistency across teams globally to meet our deliverables and client obligations.”

“Whether working in the office or remotely, it is essential that we remain as productive as ever, stay connected, collaborate effectively and deliver on our commitments,” Wechter said in the Citi memo.

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Source: Yahoo Finance

https://finance.yahoo.com/news/citi-offers-hybrid-employees-2-105508738.html

By   Alyssa PlaceJune 10, 2025, 12:00 p.m. EDT

Despite a near-universal rollout of wellness initiatives across organizations, the stark reality is that most well-being programs aren't meeting employees' needs.

New findings from Insurope's annual Global Employee Benefits and Multinational Pooling Market Report reveal that while 84% of HR leaders believe wellness solutions have a positive impact on retention, absenteeism and employee satisfaction, many programs are falling short. Poor alignment with company culture, lack of personalization and low engagement were some of the top reasons for the disconnect. 

More than half of benefit managers surveyed acknowledged this disconnect in the wellness benefits their companies offer with how leadership treats employee well-being on a daily basis. This lack of authenticity sends a conflicting message to employees, diminishing trust and decreasing participation in wellness offerings. 

Read more: What mental health benefits should your company offer?

When wellness is treated as a check-the-box initiative instead of being integrated into the organizational culture, employees are less likely to engage — regardless of the program's quality or scope.

"Today's workforce is highly attuned to whether employers care about their well-being," Fallon Carpenter, head of people and culture at Sentinel, previously shared with EBN. "By offering resources that support whole-person health, companies can enhance their cultural appeal and strengthen their talent retention strategies."

Low employee engagement remains a top concern for benefit leaders, according to the report,  cited as one of the most common challenges with current benefit offerings. Additionally, 27% reported receiving negative feedback on wellness initiatives, while 22% admitted that their benefits simply don't support all employees. 

These findings point to a fundamental issue: Many wellness programs aren't inclusive or flexible enough to serve a globally and generationally diverse workforce. Without customization or offerings that account for different life stages, health needs and work environments, uptake and effectiveness will continue to lag.

Finding workable solutions to employee well-being

Yet employers don't have to search for complex solutions to these issues; simply listening to employee feedback is a good first step. Employees are increasingly vocal about the benefits that would most improve their well-being: According to the Insurope survey, the most requested benefits include health and medical insurance (61%), pension and retirement plans (49%), wellness and mental health services (45%), childcare and maternity benefits (39%), education assistance and career development (40%), and flexible working hours or remote options. 

But wellness programs alone aren't enough — employees want comprehensive, holistic support that spans their physical, financial and emotional well-being. Offering flexible working arrangements and financial wellness programs, for example, also have a significant impact on stress reduction and overall satisfaction in the workplace.

"This isn't just an individual challenge — it's a collective one, impacting team morale, productivity and job satisfaction," said Peter Dunn, CEO of Your Money Line. "This strain isn't just a personal issue; it's a workplace challenge that demands attention." 

Leadership must also model and support well-being from the top down, aligning business practices, communication and managerial behavior with company wellness goals. It's clear that employees don't want one-size-fits-all programs — benefit managers should offer benefit plans that allow individuals to select the services that best match their needs, whether that's telehealth, therapy, fitness, or financial coaching. 

Ultimately, well-being initiatives will only have an impact when they are employee-centered, culturally supported and strategically integrated into the broader benefits ecosystem. As companies grapple with rising healthcare costs and evolving employee expectations, it's no longer enough to offer wellness as an add-on. It must be a pillar of the employee experience. 

By reevaluating priorities and listening closely to employee feedback, benefit managers can transform underperforming wellness initiatives into powerful tools for engagement, retention, and productivity — turning good intentions into real-world impact.

"Gathering insights without acting upon them is pointless, and can even prove damaging as employees will feel that they are not listened to and that their views have no value," Ian Barrow, senior employee experience consultant at WorkBuzz, previously shared with EBN. "With valuable new information on hand, the organization can put together action plans, creating a thriving organizational culture that employees want to be a part of." 

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Source: Employee Benefit News (EBN)

https://www.benefitnews.com/news/wellness-benefits-are-not-improving-employee-health

Employers under pressure to raise pay despite budget constraints

BY Dexter Tilo ||| 10 Jun 2025 

Organisations delaying pay rises are reporting higher turnover and disengagement in their workforce, according to new research.

The latest findings from Robert Walters revealed the consequences of pushing back salary hikes for professionals and white-collar workers, even if it stems from difficult financial positions.

It found that 49% of organisations that delayed pay hikes reported an increase in employee turnover. Another 36% said delaying pay rises led to disengagement within their teams.

"Our research shows that these decisions, while understandable, are not without consequence," said Sean Puddle, Managing Director at Robert Walters North America, in a statement. "Whether it's higher turnover or a gradual drop in motivation, companies are starting to feel the effects."

The report further found that 57% of employees who didn't receive a pay rise this year are now actively looking for a new job. This is also the case for 65% of employees who received a lower-than-expected pay hike.

"There's a clear message here: even if employees understand the business pressures, unmet expectations are still pushing them to reconsider their options. And with AI tools streamlining the job application process, employees have more opportunities than ever to explore new roles," Puddle said.

Difficult financial positions

The pressure to meet employees' salary demands comes in the wake of financial challenges facing organisations.

"Businesses are under immense pressure to keep costs down, and for many, salary increases just haven't been feasible this year," Puddle said.

According to the report, 53% of business leaders said budget constraints and business performance were the reasons why they delayed or reduced employees' pay rises.

Puddle said they are also seeing more employers who are asking how to retain their best people when pay increases aren't on the table.

Robert Walters' advice: think creatively, such as by offering meaningful career development, flexible work arrangements, as well as internal mobility pathways.

"When salaries are constrained, culture and communication matter more than ever. The organisations that succeed will be those that balance cost control with a thoughtful, market-informed approach to employee engagement," Puddle said.

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Source: HRD

https://www.hcamag.com/us/news/general/delayed-pay-rises-fuels-employee-turnover-disengagement-report/538636 

Sharing employee pay can unexpectedly influence workplace dynamics and feelings of entitlement among co-workers, according to a study published April 3 in the Journal of Business Ethics.

When workers learn where their pay ranks against their peers, their feelings of entitlement can rise or fall based on whether they’re near the top of performance ranking lists, the researchers found.

“Organizations should carefully consider the type of information shared with employees, as the appropriateness of this information may depend on the employees’ relative performance,” lead author Boris Maciejovsky, associate professor of management at the University of California at Riverside, said in a statement.

Across four experiments, employees with top performance rankings tended to feel entitled to significantly higher compensation than those ranked below them, even when comparing themselves to peers with similar rankings. They were also more likely to demand significant raises.

On the other hand, employees with low-level performance rankings felt demoralized and were less likely to ask for a raise. Some workers felt they didn’t deserve a raise at all, and because of that, had less incentive to improve their work or collaborate with others.

The study findings may hold important implications as companies, cities and states adopt transparency policies, Maciejovsky said. Although transparency aims to promote fairness and reduce inequities, it can also reinforce status differences between high and low performers, he added.

Maciejovsky and colleagues emphasized that pay transparency still has value, as it can uncover unfair disparities and reduce systemic biases. To combat the unintended consequences, though, employers should invest in a supportive workplace culture that “values growth and contribution across all levels — not just those near the top,” they said.

Only 19% of U.S. companies have a pay transparency strategy in place, according to a Mercer survey. However, 63% of companies said they planned to share pay information internally and externally, and 56% said employees should have access to compensation data.

In general, 3 in 4 employers aren’t prepared for pay transparency laws to take place in 2025 and 2026, according to a survey by Aon plc. Companies that comply with new regulations “sooner rather than later” will be better able to tackle pay disparities, encourage fairness and help workers make informed career choices, an Aon executive said.

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Source; Yahoo Finance

https://finance.yahoo.com/news/pay-transparency-may-come-unintended-111300219.html

NEW YORK--(BUSINESS WIRE)--Abernathy Daley 401k Consultants (“Abernathy-Daley”), a consultancy in 401(k) plan administration and employee education, has found that nearly 84% of United States-based retirement plans have at least one likely Employee Retirement Income Security Act (ERISA) red flag from a regulatory and/or fiduciary violation. These findings indicate that over 600,000 American companies could be at potential risk of fines, legal penalties, and fiduciary failure.

Abernathy-Daley analyzed the latest Form 5500 filings for 764,729 plans, identifying and tagging each plan with any red flags from their most recent filing. Abernathy-Daley defines red flag violations as either “infractions, fineable offenses, fiduciary failure, or plan malpractice” and are separated into two main categories: Regulatory Infraction Red Flags (RIRF) and Egregious Plan Mismanagement Red Flags (EPMRF).

Key Research Findings:

• 43% of companies across the United States have at least one of four major red flag violations in their retirement plan that can lead to governance and compliance-related issues, which may result in violations, lawsuits, and/or fines (RIRFs).
• 76% of American-based companies have at least one of four major red flag violations that represent a fiduciary failure from either the plan administrator or plan sponsor (EPMRFs).
• In total, approximately 84% of plans have at least one red flag violation that puts them at regulatory risk or indicates their failure as a fiduciary.

“Plan sponsors and employees are not only overpaying for their retirement plans on a widespread scale; they are also being underserved and exposed to unplanned and potentially damaging legal, compliance, and financial risks,” said Steven Abernathy, CEO of Abernathy. “CFOs, HR leaders, and other key executives must work to ensure the design and administration of their plans align with legal and fiduciary requirements.”

Monetary Penalties from Retirement Plan Mismanagement

In 2024, the Employee Benefits Security Administration’s (EBSA) legal proceedings restored nearly $1.4 billion to employee benefit plans, participants, and beneficiaries. EBSA’s ensuing criminal investigations resulted in 68 indictments and 161 convictions or guilty pleas, including from plan officials and corporate officers. On January 21, 2025, Vanguard agreed to pay more than $100 million in fines to the Security Exchange Commission for misleading investors regarding their Target Date Funds, along with $40 million in fines to 401(k) plan participants.

Abernathy-Daley Research Methodology

RIRFs are defined by Abernathy-Daley as “the most severe violations, which represent issues within the retirement plan that can result in civil legal penalties, discovery leading to trial, or both.” The selected RIRF infraction categories were: 1.) Loss from fraud or dishonesty; 2.) Not offering qualified default investment alternatives (QDIA); 3.) an insufficient fidelity bond; and 4.) Not 404(c) compliant. Abernathy-Daley found at least 328,833 retirement plans had at least one RIRF, representing approximately 43% of the total plans.

Egregious Plan Mismanagement Red Flags (EPMRFs) are defined as “red flags that may not necessarily result in a fine, but represent failure of:

• The plan administrator in their fiduciary duty to the plan sponsors, and
• The plan sponsors in their fiduciary duty to their employees.

The selected EPMRF infraction categories were: 1.) Not including automatic enrollment; 2.) No corrective distribution of excessive contributions; 3.) No 404(c) with participant-directed accounts; and 4.) Failure to transmit payments on time. Abernathy-Daley found at least 584,113 retirement plans had at least one EPMRF, representing approximately 76% of the total plans.

“Retirement plans represent a fiduciary duty toward employees and provide an essential competitive advantage for talent acquisition and retention. Yet, these alarming findings clearly show that administrators are not keeping plan sponsors out of harm’s way and plan sponsors are not offering their employees a bulletproof retirement plan,” said Matthew Daley, president of Abernathy-Daley.

Daley continued, “As a result, hundreds of thousands of unknowing American businesses could conceivably face considerable regulatory and fiduciary penalties. We recommend implementing benchmarking audits to ensure corporate leaders remain in compliance and deliver the optimal solutions and choices to their employees.”

Contact Abernathy Daley 401k Consultants to schedule a cost-free benchmarking audit and ensure retirement plans meet all regulatory and fiduciary standards at https://www.abernathydaley401k.com/

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Source: Business Wire

https://www.businesswire.com/news/home/20250128762249/en/Abernathy-Daley-401k-Consultants-Study-Finds-84-of-Corporate-Retirement-Plans-in-United-States-Have-at-Least-One-Regulatory-or-Fiduciary-Red-Flag-Violation

Paid time off can be a low-cost and popular benefit, but whether workers feel comfortable using it is another story.

Published April 3, 2025 by Ryan Golden

Paid time off policies reduce turnover for all workers, regardless of how satisfied workers are with their jobs or whether they have access to flexible schedules, according to a joint Florida Atlantic University and Cleveland State University study published in the International Journal of Manpower last month.

Researchers found that voluntary turnover dropped by 35% among employees who were offered PTO. However, PTO did not affect workers’ job satisfaction — though job satisfaction did independently reduce turnover by about 30% to 40%, the universities said in a press release.

“While workers may feel satisfied with their job, the absence of adequate resources like PTO can still drive them to quit,” said LeaAnne DeRigne, professor at FAU’s Phyllis and Harvey Sandler School of Social Work, in the release. “Even when employees are content in their roles, the lack of sufficient time away from work can lead to burnout, stress or a sense of being undervalued, ultimately prompting them to leave.”

Similarly, access to flexible schedules also reduced voluntary turnover, but did so independently of PTO availability, per the study results. Researchers compared the value of flexible scheduling to that of retirement plans in terms of their role in turnover reduction.

Increasingly in-demand

The study results reflect what may be obvious to HR observers: employees tend to seek positions with PTO availability. Unlimited PTO is increasingly in demand; about 1 in 5 workers surveyed last year by financial services firm Empower said they would turn down jobs that did not come attached with an unlimited PTO benefit, and 26% said they would even take a job that paid less if it came with unlimited PTO.

The study results reflect what may be obvious to HR observers: employees tend to seek positions with PTO availability. Unlimited PTO is increasingly in demand; about 1 in 5 workers surveyed last year by financial services firm Empower said they would turn down jobs that did not come attached with an unlimited PTO benefit, and 26% said they would even take a job that paid less if it came with unlimited PTO.

Employers, particularly those in talent-hungry industries, largely have responded to the trend. Data from Indeed showed that mentions of PTO in job postings on the site more than doubled between January 2020 and May 2024, with in-person work jobs being especially likely to offer PTO.

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Source: HR Dive

https://www.hrdive.com/news/paid-time-off-reduces-job-hopping-regardless-of-employee-satisfaction/744342/

WellTheory’s First-of-Its-Kind ‘Autoimmune Disease Impact’ Report Identifies Most Effective Strategies for Reducing Employers’ Healthcare and Disability Costs

ATHERTON, Calif.--(BUSINESS WIRE)--WellTheory, a first-of-its-kind virtual solution for the 50 million Americans suffering with autoimmune disease, today released a groundbreaking Autoimmune Disease Impact Report in partnership with the Integrated Benefits Institute (IBI), a national nonprofit organization that provides impartial research, data analytics, and practical tools aimed at improving the quality and effectiveness of employee health and productivity programs.

The report, which examines the health and productivity impacts of five of the most prevalent and costly autoimmune conditions: rheumatoid arthritis, multiple sclerosis, inflammatory bowel diseases, psoriasis, and thyroid autoimmune disorders, includes data from the Agency for Healthcare Research and Quality’s (AHRQ’s) Medical, Expenditure Panel Survey (MEPS), IBI’s Health and Productivity Benchmarking System, and the U.S. Bureau of Labor Statistics (BLS) Occupational Employment Statistics (OES) program and National Compensation Survey.

Autoimmune diseases now affect roughly 50 million Americans, yet most benefits strategies fail to address their true impact on healthcare costs, absenteeism, and workforce productivity. With rising prevalence and skyrocketing treatment costs, these conditions are quietly becoming one of the most expensive and overlooked challenges for employers. For every 1,000 U.S. employees, the five autoimmune conditions examined in this report drive roughly $580,000 in excess and potentially avoidable healthcare costs and lost work time from sickness and disability. This does not include the value of lost productivity due to early exits from the labor force, excess turnover costs, and presenteeism and is comparable in magnitude to that of other chronic conditions, such as diabetes, which typically receive more attention from employers.

“Living with an autoimmune disease makes everyday feel unpredictable,” said Ellen Rudolph, CEO and Co-Founder of WellTheory. “I know from firsthand experience that these conditions don't always show visible symptoms, making them particularly challenging to recognize and understand in a workplace setting. With this data, we’re giving employers an opportunity to more accurately identify the underlying prevalence and impact of these conditions, to then be able to provide essential support to their employees.”

Key findings from WellTheory’s report include:

• Prevalence of Autoimmune Conditions: 7.2 percent of surveyed employed adults received treatment for one of five researched autoimmune conditions. This figure underrepresents the true prevalence of these conditions in society, as there are an estimated 100+ autoimmune conditions and they are significantly underdiagnosed and untreated.

• Disparities in Incidence and Outcomes: The incidence of autoimmune conditions among women is twice that of men overall.

• Excess Medical and Pharmacy Costs: Autoimmune patients with conditions like multiple sclerosis can cost employers up to 6X more in medical and prescription medication costs, and up to 16x more for prescription medications alone, compared to employees without autoimmune conditions

• Short-Term Disability Claims: The average lost work days due to short-term disability for patients with certain autoimmune diseases represent approximately 73 calendar days per year, costing employers as much as $27,000 per patient in economic value

• Long-Term Disability Claims: The average lost work days due to long-term disability for patients with certain autoimmune conditions represent approximately 287 calendar days per year, costing employers $82,000 per claimant

“Autoimmune diseases are one of the most overlooked drivers of employer healthcare and disability costs,” said Jim Huffman, President of IBI. “Despite affecting millions of employees, benefits programs often fail to address their true financial and productivity impact. Forward-thinking employers have an opportunity to intervene earlier, improve employee well-being, and reduce long-term costs.”

The findings of this report identify crucial trends and actionable insights for organizations looking to improve their employee health offerings. The analysis in this report also provides scalable cost benchmarks to assess potential savings from reducing the prevalence of symptoms, treatment costs, and illness-related absences and disability leaves. The full report is available for download here.

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Source:  Business Wire

https://www.businesswire.com/news/home/20250320854330/en/National-Report-Reveals-the-Health-and-Productivity-Impact-of-Chronic-Conditions-on-U.S.-Employers-and-Workers

By Maya Brownstein

February 11, 2025

Paid leave, flexible schedules, and adequate breaks may help those with difficulty managing their conditions

For immediate release: February 11, 2025

Boston, MA—Chronic health conditions are taking a major, hidden toll on the U.S. workforce’s lives and productivity, according to a new national poll by Harvard T.H. Chan School of Public Health and the de Beaumont Foundation. The poll, conducted among a national sample of U.S. employees, found that three-fourths (76%) of those with chronic conditions—such as hypertension, heart disease, diabetes, and asthma—need to manage their conditions during work hours. Yet a majority (60%) have not formally disclosed their conditions to their employer. 

The poll, U.S. Employee Perspectives on Managing Chronic Conditions in the Workplace, was conducted October 2–16, 2024, among a probability-based, nationally representative sample of the U.S. workforce, composed of 1,010 part-time and full-time working adults ages 18+ who are not self-employed and work at organizations with 50 or more employees.  

The poll found that more than half of employees in the U.S. (58%) report having physical chronic health conditions, with many structuring their health care to account for their jobs or going without. Notably, more than one-third of employees with chronic conditions (36%) say they have skipped medical appointments or delayed getting care to avoid interfering with work in the past year. And about half of those with chronic conditions say, in the past year, they felt they could not take time off work (49%) or take a break while at work (49%), even though they needed to because of their conditions. 

Missed opportunities and stigma

In addition, one-third of employees with chronic health conditions (33%) say in the past year they have missed out on opportunities for more hours or projects because of their conditions, while 25% report missing out on opportunities for promotion and 21% report receiving bad reviews or negative feedback as a result of their chronic health conditions. 

“Though employers may think they know their employees’ needs, poll results suggest there are widespread and frequently hidden challenges facing workers with chronic conditions,” said survey lead Gillian SteelFisher, director of the Harvard Opinion Research Program and principal research scientist at Harvard Chan School. “Workers commonly feel stigmatized by their conditions, and this can have a profound effect on both their work and their health. To help retain employees in a tight job market, employers may want to have more conversations with employees about ways that they can make work ‘work’ for everyone.”  

Challenges managing family members’ conditions

The poll also found that a significant share of the U.S. workforce faces additional challenges caring for family members with chronic conditions. One-third of all employees (33%) say they have helped family members with their chronic conditions in the past year, and nearly half of those helping family members (45%) frequently needed to do so during working hours. More than a third of those helping family members (37%) say it has been difficult to take time off work, and among those helping family members or managing chronic conditions themselves, a quarter (25%) have needed to reduce work hours to manage this.

Concerningly, one in four employees who have chronic conditions themselves or help family members with theirs say they don’t have any paid leave (12%) or have run out of paid leave in the past year (14%) because they were trying to take care of their or their family’s chronic conditions.

“There is a major opportunity for employers to play a greater role in supporting employees who are managing their own or their family’s chronic conditions,” said Brian Castrucci, president and CEO of the de Beaumont Foundation. “Not only will this improve the health of employees and their families, but it will also provide employers a way to distinguish themselves, as well as improve retention and reduce absenteeism.”

Less than half of all U.S. workers say their current employer is very supportive of key measures that allow employees to manage their conditions, including allowing employees to take breaks when they feel they need it (44%) or take paid leave (44%). Fewer than four in ten say their employer is very supportive of flexible schedules or working remotely more often if the work can be done offsite (37% and 27%, respectively).

Methodology

Results are based on survey research conducted by the Harvard Opinion Research Program (HORP) based at Harvard T.H. Chan School of Public Health, in partnership with the de Beaumont Foundation. Representatives from each organization worked closely to develop the survey questionnaire, while analyses were conducted by researchers from Harvard Chan School and the fielding team at SSRS of Glen Mills, Pennsylvania.  

The HORP project team included Gillian SteelFisher, director of HORP and principal research scientist at Harvard Chan School; Mary Gorski Findling, managing director; and Hannah Caporello, senior research projects manager.

The de Beaumont Foundation project team included Brian Castrucci, president and CEO of the de Beaumont Foundation; Katy Evans, senior program officer; Emma Dewhurst, program and research associate; Mark Miller, vice president of communications; and Nalini Padmanabhan, communications director. 

Interviews were conducted with a representative sample of 1,010 part-time and full-time working adults ages 18 and older, who work at organizations with 50 or more employees. Self-employed individuals were excluded. The sample included a subset of 594 adults with physical chronic health conditions. Interviews were conducted in English and Spanish online and by telephone. Respondents were reached online and by phone through the SSRS Opinion Panel, a nationally representative, probability-based panel. Panelists were randomly recruited via an Address Based Sampling (ABS) frame and from random-digit dial (RDD) samples on SSRS surveys. Most panelists completed the survey online, with a small subset who do not access the internet completing by phone. The interview period was October 2–16, 2024. 

When interpreting findings, one should recognize that all surveys are subject to sampling error. Results may differ from what would be obtained if the whole U.S. adult population had been interviewed. The margin of error for the full sample is ±3.8 percentage points. 

Possible sources of non-sampling error include non-response bias, as well as question wording and ordering effects. Non-response in web and telephone surveys produces some known biases in survey-derived estimates because participation tends to vary for different subgroups of the population. To compensate for these known biases and for variations in the probability of selection within and across households, sample data are weighted in a multi-step process by probability of selection and recruitment, response rates by survey type, and demographic variables (gender, age, education, race/ethnicity, region, the frequency of internet use, civic engagement, population density, registered voter, party ID, religious affiliation, number of adults in household, and home tenure) to reflect the true population of employed adults in the U.S. working at organizations with 50 or more employees. Other techniques, including random sampling, multiple contact attempts, replicate subsamples, and systematic respondent selection within households, are used to ensure that the sample is representative.

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Source: The Harvard T.H. Chan School of Public Health

https://hsph.harvard.edu/news/poll-most-u-s-workers-with-chronic-conditions-manage-them-at-work-havent-told-employer/

February 5, 2025 by John Mullinix

Latest jobs data from Ladders shows highest paying jobs gained most remote work opportunities 

Highlights from Ladders Q4 2024 $250,000 jobs report 

• Jobs that pay $250,000 are more likely to have remote work opportunities than jobs below 250K+
• Remote and hybrid opportunities for the highest paying roles increased throughout the year
• Medical and tech professionals are most likely to earn high paying remote jobs
  

New York, New York (February 5, 2024) – In the past, a company car was the ultimate status symbol for high earners. Now, skipping the commute all together is the coveted perk. New data from Ladders, the career site for jobs that pay $100,000 or more, revealed employees who earn $250,000 or more are the most likely to find remote work opportunities. “You could say remote work is the new company car. Employees don’t want to drive to work in a fancy car, they don’t want to drive to work at all,” said John Mullinix, Director of Growth Marketing at Ladders. 

Work Environment	Salary Range	Q3 Share of jobs	Q4 Share of jobs
Hybrid	250K+	2.93%	3.29%
In-person	250K+	86.61%	84.61%
Remote	250K+	10.44%	12.10%

The Q4 2024 $250K+ Jobs Report from Ladders revealed continuous growth in remote and hybrid opportunities for the highest paying jobs. Tech and medical roles dominated the trend. Mullinix explained, “This trend is largely driven by technological advancements, particularly in telehealth, which has enabled healthcare organizations to scale remote service offerings like never before. Mental health, primary care, and even some nurse practitioner roles have seen significant remote expansion, making high-paying medical jobs more accessible outside traditional clinical settings.

While telehealth is a significant factor, the increase in remote work is also influenced by non-clinical roles within the healthcare industry. Positions such as IT support, and administrative functions have transitioned to remote settings, also contributing to the overall growth of remote work in healthcare. However the majority of the remote work is telehealth related.”

Top 15 jobs that pay $250,000 or more

1. Physician 
2. Medical Director
3. Psychiatrist
4. Dentist
5. Market Manager
6. Principal Software Engineer
7. Solar Sales Representative
8. Dermatologist
9. Chief Financial Officer (CFO)
10. Gastroenterologist
11. Urologist
12. Anesthesiologist
13. Neurologist
14. Hospitalist
15. Neonatologist
    

Ladders High Paying Jobs Competition Index reveals job titles with the most applicant competition 

Job seekers will face the least competition for high paying remote jobs in healthcare, science, and engineering roles. Those in business development, sales and marketing will have a more difficult time securing a high paying remote role. To determine the type of job openings with the most competition, Ladders divided the number of high paying jobs in a particular field by the number of applications submitted within that field.
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Years of experience requested for 250K+ Jobs 

Mullinix noted, “Unsurprisingly, most professionals will have to work their way up to a sought-after six-figure remote job.” Ladders found most job postings offering $250,000 or more require eight to ten years of experience. A significant number required five to seven years of experience.
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Research Methodology
Data scientists analyzed over a million job postings each quarter from January through December of 2024 to compile the Q4 2024 Ladders Quarterly $250,000+ Jobs Report. In addition to the remote work data, they also studied high paying job titles, career fields, and the companies with the most high paying jobs available. 

Quarter-over-Quarter (QoQ) percentage change measures how shares of specific forms of work availability increased or decreased from one quarter to the next.

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Source: The Ladders

https://www.theladders.com/career-advice/remote-work-is-the-new-company-car-as-businesses-offer-perk-to-lure-retain-top-talent#:~:text=Now,%20skipping%20the%20commute%20all,is%20the%20new%20company%20car.

BLOOMFIELD, Conn., Feb. 3, 2025 – Global health company The Cigna Group (NYSE:CI) today announced a new multi-year effort aimed at meaningfully transforming the experiences of the millions of people it serves.

“The health care system in America needs to be better, and we have challenged ourselves to help lead and drive systemic change,” said David M. Cordani, chairman and CEO of The Cigna Group. “We do a lot of good for many people, but we need to do better for everyone. We are committed to implementing tangible actions across our company to help drive better health outcomes and health care experiences. Today’s announcement marks the initial steps in our multi-year journey toward building a better and more sustainable model in health care.”

The Cigna Group has established five key areas of focus, and several initial specific actions, to improve the health of its customers and the value it provides:

• Easier access to care: The company will address the challenges customers face by making its processes simpler, easier and faster.
• Better support: The company will provide customers with more support and resources to navigate the health care system.
• Better value: The company will drive better value for its customers. 
• Accountability: The company will implement governance processes at the highest levels to successfully ensure positive changes.
• Transparency: The company will openly share how it is continuously improving.

Initial Actions To Drive The Cigna Group’s Commitments

The Cigna Group: To ensure alignment in priorities and greater accountability, The Cigna Group will tie its leaders’ compensation to improving the satisfaction of its customers.

Additionally, starting in early 2026, The Cigna Group will publish an annual Customer Transparency Report to make its progress toward its commitments clear. The report will include important information relating to how the company facilitates customer care, including details about its services and resolution statistics.

Cigna Healthcare: As announced separately today Cigna Healthcare is taking the following actions:

• Expanding its team of Cigna Healthcare advocates who support customers and patients with the most challenging or complex conditions, such as cancer; these highly trained advocates will help more patients navigate every stage of their care and treatment journey
• Investing resources to help more customers and patients quickly resolve administrative needs with prior authorization and post-care claims
• Introducing an enhanced digital status tracker that patients can use for prior authorization updates
• Encouraging physicians to communicate electronically about prior authorizations and claims through Cigna Healthcare’s digital provider portal to expedite approvals and reduce error

Evernorth Health Services: Evernorth recently announcedThis link will open in a new tab. actions to address Express Scripts’ patient access and affordability and improve transparency.

Going forward, Evernorth’s standard offerings will protect patients from paying the high list price of their medications, ensuring they benefit from the lower price negotiated by Express Scripts. Additionally, patients in employer-sponsored plans will have improved financial predictability, receiving the benefit of savings negotiated by Express Scripts if they don’t already.

As part of this broader effort, the company also committed to providing an annual personalized summary to customers about how they benefit directly from the discounted prices Express Scripts negotiates and providing an annual standardized report to plan sponsors disclosing costs and pharmacy claim-level reporting.

Executive Changes To Ensure Accountability

The Cigna Group’s work to drive significant improvements for all its customers will be governed by its new Office of Excellence and Transformation. This office will partner across the organization to shape the company’s response to improve the health of the millions of customers it serves and to ensure accountability.

The office will have oversight by Dr. David Brailer, the company’s executive vice president and chief health officer and a highly experienced physician. Additionally, Chris DeRosa will assume a newly created role leading the office, reporting to Dr. Brailer. DeRosa, a longtime Cigna Healthcare leader with a deep understanding of the needs of customers and health plan sponsors, currently serves as president, U.S. Government, Cigna Healthcare. DeRosa will continue to oversee the company’s Medicare businesses through the transaction with HCSC, which we expect will close in the first quarter.

“I am inspired to work alongside our 70,000 colleagues and the Office of Excellence and Transformation to realize our commitments to better care and clinical excellence,” Dr. Brailer said. “We will lead the health care industry in how we serve our patients and customers and support the clinicians who care for them.”

More information about The Cigna Group’s commitments is available hereThis link will open in a new tab..  

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Source: Cigna

https://newsroom.thecignagroup.com/the-cigna-group-launches-actions-to-drive-positive-change-for-customers-and-patients