LaMarsh and Associates - "Case for Change," November 2006

		During a time of record profits and labor negotiations, a global manufacturing client of LaMarsh and Associates decided to alter its healthcare benefits to build active consumerism among employees and retirees. If change didn't happen, the client would absorb serious financial risk and the long-term sustainability of all benefits would be threatened. The decision to change wasn't taken lightly because the company had a history of providing top healthcare plans and wanted to remain loyal to its promises of the past. Its leaders demanded that implementation be "flawless." Implementation was based on the four critical factors: Employees should know why change is necessary Employees should have access to a robust learning system with multiple methods of training, education and rewards Employees should know all options available A sustainable change management model should be utilized Leadership recognized the risks when making the decision to change their long-term healthcare strategy. But the company's willingness to "do it right" and to fully understand potential resistance created a less painful implementation with a greater degree of success than all its previous healthcare changes. Newsletter home page >> Lamarsh and Associates, Inc.—taking the chance out of change For more information, please contact Lew Lash, Director of Business Development, at 262.236.0899 or llash@lamarsh.com
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