You have been asked to give a 10-minute presentation to a college’s undergraduate HRM class. You have decided to use the following case scenario to spearhead the discussion.

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An Attractive Benefits Package?

Susan greeted Beutan, her next interview applicant. Beutan had an excellent academic record and appeared to be just the kind of person Susan’s company, Jones Investments, was seeking in an investments technician. Susan is the staffing specialist for Jones and had already interviewed two individuals for the position. 

Based on the application form, Beutan appeared to be the most promising candidate to be interviewed that day. From his past experience it looked as if he could be in his mid-forties. His address showed that he lived 45 miles away from the Jones facility. The application stated that Beutan achieved a 3.7 GPA in his master’s courses, with a 4.0 in his major field of finance. He achieved his degree a year ago by working during the day and attending classes at night. Beutan was not only treasurer of his district’s financial planning association but also served as volunteer on the high school’s financial advising committee. The recommendation letters in Beutan’s file revealed that he was both active socially and a rather intense and serious student. One of the letters from Beutan’s full-time employer of four years boasted a notable work ethic.

Beutan was laid off due to a cutback in business and was looking again for full-time work.

Susan knew that discussion of benefits could be an important part of the recruiting interview. But she did not know which aspects of Jones’ benefits program would appeal most to Beutan. The company has an excellent profit-sharing plan, although 80% of profits distributions are deferred and included in each employee’s retirement account. Health benefits are also good. It also has long-term care insurance but no short-term care. The company’s medical and dental plan pays a significant portion of costs. A company lunchroom provides meals at prices about 65% less than outside prices. Employees get one week of paid vacation after the first year and two weeks after two years with the company. Five days are provided each year for sick leave. In addition, there are 7 paid holidays each year. Finally, the company encourages advanced education, paying for tuition and supplies for courses directly related to an employee’s job. Under certain circumstances, employees are allowed time off to attend classes during the day. Jones also provides a 50% daycare discount for employees with young children.

After you have read the above situation carefully, respond to the following questions in a slide presentation of about 10 slides.

• What aspects of the Jones Investments benefits program are likely to appeal to Beutan? Explain.
• What aspects of the Jones benefit package would likely be the least appealing to Beutan? Discuss.
• In today’s work environment, what other benefits offered by employers might be attractive to Beutan? Why? Share examples of best-practice benefits offered by employers (discussing at least two employers by name). 

Use at least 2 library sources to help strengthen and support your presentation.

Prepare 10 slides and add a voice-over component (in PowerPoint). Be sure to present a list of references at the end of your presentation.

International Journal of Hospitality Management

Volume 74, August 2018, Pages 1-12

The effects of training satisfaction, employee benefits, and incentives on part-time employees’ commitment

Author links open overlay panelCaitlinJaworskiaSwathiRavichandranbAryn C.KarpinskicShwetaSinghdShow morehttps://doi.org/10.1016/j.ijhm.2018.02.011Get rights and content

Highlights

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The large number of part-time employees in hospitality has resulted in management’s reluctance to training.

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Goal is to determine if training, benefits, and incentives impact identified outcome variables.

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On-the-job training and job shadowing impacted training satisfaction.

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Some benefits and incentives and training satisfaction impacted commitment.

Abstract

Training in hospitality organizations is associated with several benefits including consistency in job performance, greater job satisfaction, higher guest satisfaction, and reduction in business costs. Unfortunately, companies do not tend to put forth much effort into implementing effective training techniques, particularly for part-time employees. This study surveyed part-time hotel employees to determine if training method and duration impacted training satisfaction. The impact of benefits and incentives received, and training satisfaction on job commitment was also determined. On-the-job training and job shadowing were found to impact training satisfaction. Select benefits and incentives and training satisfaction impacted commitment. Implications are discussed.

Public Relations Review

Volume 30, Issue 4, November 2004, Pages 475-482

Employee benefits communication: proposing a PR-HR cooperative approach

Author links open overlay panelAlan R.FreitagGaellePicherit-DuthlerShow morehttps://doi.org/10.1016/j.pubrev.2004.08.006Get rights and content

Abstract

Management and administration of employee benefits rightfully fall under the purview of the organization’s human resource department. So, too, has responsibility for benefits communication, though HR managers may lack the training, time and experience needed to administer a formal communication effort. The researchers use data from two surveys to show the criticality of benefits to recruiting, retention and motivation of quality employees, the prevalence of particular communication approaches and channels, the perceived effectiveness of those channels, and employees’ media preferences in regard to benefits communication. The researchers conclude that public relations managers need to take a much more active role in benefits communication programs.