February 22, 2022
Managing a global consistency approach is an iterative process with a variety of opportunities and learnings that will evolve over time.
1. Learn Existing Legal Mandates and Local Compliance Rules
In a Business Group November 2021 survey, 67% percent of participants with a global consistency strategy in place stated that legal mandates or local compliance regulations are their top barriers.
Don’t let these challenges stop you. By deliberately developing your strategy over a prolonged period, you can judiciously leverage multiple stakeholders, such as your broker/consultant, internal legal counsel and more, to move the proverbial benefits needle.
Remember, change takes time, so be sure to enlist support and advice from experts while keeping your focus on the North Star.
2. Conduct a Comprehensive Review of Country or Region Infrastructure Barriers.
Business Group on Health’s survey revealed that location feasibility (e.g., regulatory limitations, limits of captive reach) primarily determined where a strategy was first rolled out. Also, for those without a global consistency strategy in place, survey respondents stated market infrastructure challenges as their top barrier, while those with a global consistency strategy noted that standards were set that took into consideration infrastructure capacity.
Assess structural benefit needs and gaps. It is extremely important to intimately understand what the company currently offers around the world, including gaps or inadequacies, as well as what local governments offer, and then create a comprehensive but not duplicative benefits program.
3. Enable Engagement Through Communication.
When making any changes to benefit designs or structure, it is important to meet early and often with relevant stakeholders to facilitate transparency and understanding with leaders of the affected markets. Also, how you communicate with those ultimately impacted by the changes --your employees-- is just as important as the message being conveyed.
Be proactive and communicate changes to your employees thoughtfully. Effective communication can provide more education of any impacts brought on by the changes, as well as remove any potential issues regarding stigma and discrimination about diseases or conditions and facilitate more sustainable employee engagement.
4. Understand Cyclical Data Collection.
When collecting international health data, there is a balance between creating an equitable and consistent experience while also addressing local challenges. It is important to do a deep dive and robust analysis of your data. For example, consider:
- Are global statistics too aggregated to be useful at a country or even regional level?
- Are the most common conditions identified at a country, regional or global level?
- Are the most common causes of absence, disability and/or death identified at a country, regional or global level?
More TopicsArticles & Guides Global Benefits Management Governance
- 1 | Bloomberg News. China’s Health Has Reached a Tipping Point. https://www.bloomberg.com/graphics/2019-china-chronic-conditions/. Accessed November 1, 2019
- 2 | Mental Health First Aid International. http://www.mhfainternational.org. Accessed November 4, 2019.
- 3 | Forbes. Report: U.S. Among The Ten Most Stressed Nations Worldwide [Infographic]. https://www.forbes.com/sites/niallmccarthy/2019/04/26/report-u-s-among-the-ten-most-stressed-nations-worldwide-infographic/#4b86d1ba6a0c. Accessed November 1, 2019.
- 4 | Austin C, McGuiness B. Breaking the Silence in the Workplace: A Guide for Employers on Responding to Suicide in the Workplace. Dublin: Console and the Irish Hospice Foundation.;2012.
- 5 | Doran CM, Ling R, Swannell S, Milner A. The impact of a suicide prevention strategy on reducing the economic cost of suicide in the New South Wales construction industry. Crisis. 2016;37(2):121-129.
- 6 | Moulin L. Aiming for 'zero suicides': An evaluation of a whole system approach to suicide prevention in the East of England. London: Centre for Mental Health;2015.
- 7 | International Association for Suicide Prevention (IASP). IASP Special Interest Group - Suicide and the Workplace. https://www.iasp.info/suicide_and_the_workplace.php. Accessed November 1, 2019.
- 8 | World Health Organization. Background of SUPRE. https://www.who.int/mental_health/prevention/suicide/background/en/. Accessed November 4, 2019.
- 9 | World Health Organization. Depression. http://www.who.int/mediacentre/factsheets/fs369/en/. Accessed April 24, 2017. In.
- 10 | Preventing suicide: A resource at work. Geneva: World Health Organization;2006.
- 11 | Mental Health Works. The health case: Mental illness is everyone’s concern. http://www.mentalhealthworks.ca/the-health-case/. Accessed April 25, 2017. In.
- 12 | The role of managers in preventing suicide in the workplace. Suicide Prevention Resource Center; February 2013.
- 13 | American Psychiatric Association Foundation Center for Workplace Mental Health. ICU. http://www.workplacementalhealth.org/Employer-Resources/ICU. Accessed November 4, 2019.
- 14 | Working Well: A Global Survey of Workforce Wellbeing Strategies. Executive Summary. Xerox Corporation;2016.
- 15 | ULifeline. Suicidal behavior. http://www.ulifeline.org/topics/130-suicidal-behavior. Accessed April 26, 2017. In.
- 16 | Gallup. Gallup 2019 Global Emotions Report. https://www.gallup.com/analytics/248906/gallup-global-emotions-report-2019.aspx. Accessed November 1, 2019.
- 17 | Tyler K. Coping with grief. In. HR Magazine2003.
IntroCreating a Globally Consistent Benefits Strategy
Part 1What is Global Consistency and Why Develop a Global Consistency Strategy?
Part 2How to Harness Long-Term Opportunities
Part 3Benefits to Include in a Global Consistency Strategy
Part 4Plan of Action Through Prioritization
Part 5Advance and Progress Your Vision