When a trusted caregiver leaves, what does it cost the employees, families and clients who depended on that relationship?
Senior-living communities, home-care agencies and other organizations serving older adults rely on employees who bring patience, judgment and consistency to demanding work. Recruiting a replacement may fill a schedule, but it does not immediately replace trust or experience.
Competitive pay matters. So do benefits that employees can understand and use. EHP may offer qualifying employers a way to strengthen the employee benefit package while potentially reducing employer FICA taxes by approximately $639 per enrolled employee per year.
Caregivers need practical care too
Employees who care for other people frequently put their own needs last. Work schedules, family responsibilities, transportation and appointment availability can make routine care difficult to arrange.
EHP works with Revive Health, a virtual-care platform that may provide access to primary care, 24/7 urgent care, mental-health support, prescription benefits and weight-health resources. Exact services and eligibility should be confirmed through the employer review.
For caregivers and support staff, convenient access can make a benefit feel real. For an employer, demonstrating concern for employees’ health and families can strengthen the overall employment relationship.
The business side of the equation
EHP reports potential employer FICA savings of approximately $639 annually for each qualifying employee who enrolls. Consider the illustrative impact:
25 enrolled employees: approximately $15,975 annually
50 enrolled employees: approximately $31,950 annually
100 enrolled employees: approximately $63,900 annually
These are not guaranteed savings. The number of people on payroll is not necessarily the number eligible or enrolled. The employer’s census, current health coverage, payroll information and participation must be reviewed before the opportunity can be calculated responsibly.
Better benefits without replacing everything
Employers may assume that offering more value means replacing the existing health plan or accepting another large expense. EHP is positioned differently: as an additional preventive-care program that may work alongside the company’s current benefits.
The current broker and health plan do not automatically disappear. The appropriate question is whether EHP can complement what is already offered, make common care easier to access and help offset a portion of employment costs.
Keeping implementation manageable
Senior-care organizations cannot afford employee confusion or a difficult rollout. A benefit is not valuable if managers spend months explaining it or the payroll team must invent the process.
EHP says its white-glove enrollment team handles most of the onboarding, including employee education and enrollment coordination. Employers should still involve their appropriate payroll, tax, legal and benefits advisers, but they are not expected to become the technical sales team.
Questions for senior-care leadership
What are we doing to retain our most dependable caregivers and support staff?
Do employees understand and use the benefits we currently offer?
Would easier access to care and mental-health support matter to our workforce?
How are annual benefit increases affecting our operating budget?
How many employees may meet EHP’s eligibility requirements?
What could approximately $639 per qualifying enrolled employee allow us to reinvest?
Find out whether the fit is real
EHP generally begins discovery with companies having at least 10 full-time W-2 employees. Not every employer or employee qualifies, and the program must be evaluated using the organization’s actual facts.
A 20-minute conversation will not solve every workforce challenge. It can answer the first important question: is there enough potential employee and employer value to justify a confidential review?
Write A Comment