2022 Benefits Trends – Average family premiums exceed $22,000

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It's Time for Benefits Open Enrollment

Average family premiums exceed $22,000

The Kaiser Family Foundation has found that annual family rates for employer-sponsored health insurance grew 4% to $22,221 in 2021. Employees contributed $5,969 on average to family coverage, according to the KFF Employer Health Benefits Survey of 2021. Since 2011, average family premiums have risen 47%, faster than earnings (31%). (19 percent).

60% of firms supplied health benefits. KFF found that larger companies are more likely to offer health insurance to at least some employees, with almost all (99%) giving coverage to employees over 200 and nearly half (56%) offering coverage to employees under 50. Cost (30%), size (25%), and workers having alternative coverage (21%) are the main reasons given by small businesses not offering coverage.

The average single deductible was $1,669, which is similar to the prior two years ($1,644 in 2020; $1,655 in 2019), but up substantially from 2011 ($991). Compared to a decade ago, 85% of insured workers had a deductible this year. The poll also revealed that deductibles for small businesses under 200 employees were 70% more than for large businesses over 200 employees ($2,379 vs. $1,397). Over the last decade, the rising percentage of workers with deductibles and rising average deductibles have raised the expense of deductibles by 92 percent.

COVID-19. The survey looked at how the epidemic influenced telemedicine and mental health services. KFF discovered that among companies with at least 50 employees, 39% had changed their mental health and drug addiction coverage since the epidemic began. This includes 31% expanding access to mental-health treatments, such as telemedicine, and 16% adding new mental-health resources, such as an employee help program.

Also, owing to the epidemic, 66% of companies with at least 50 employees changed their telemedicine policies. Half (51%) increased employee awareness of telemedicine advantages, while 31% added new telemedicine services. Also, nearly a quarter increased the number or types of telemedicine providers (23%) and covered telemedicine services (24%).

Due to the pandemic, more than half (55%) of companies with 50 or more employees changed their health programs. Expanding or altering current programs to better suit the requirements of those working from home (22%) and establishing a new digital program such as an app (43%). (17 percent).

“The growth of telemedicine and mental health coverage was vital in fulfilling the needs of employees and their families in tough times,” stated Gary Claxton, KFF senior vice president, and Matthew Rae, assistant director of KFF’s Health Care Marketplace Program. “These adjustments made sense not because businesses wanted to spend more, but because they wanted their employees to appreciate their health benefits as such.”

Interviewing Style

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Interviewing Style


The company can use a range of interviewing approaches to develop an accurate and fair selection method. The decision is based on factors such as the nature of the position, the industry, the corporate culture, and the type of information the employer wants from the applicant.


Structured or unstructured interviewing strategies are available. Structured interviewing’s major goal is to identify job abilities that are critical to the role. All applicants for the position are asked the same set of questions by the interviewer. This easy approach allows the interviewer to fairly evaluate and compare candidates. Some interviewers ask the questions in a specific order, while others may not do so but nevertheless ensure that all of the intended questions are answered.


In most cases, structured interviewing gives the interviewer the information they need to make a recruiting choice. Because all applicants are asked the identical questions, it can also be useful in fighting against claims of discrimination in recruiting and selection.


In an unstructured interview, the interviewer does not have a set agenda and instead lets the applicant determine the interview’s speed. The majority of questions are open-ended, allowing the candidate to provide more information than if asked closed-ended questions that just require a brief response. Furthermore, in an unstructured interview, questions can be tailored to an applicant’s abilities and experience levels. However, when applicants are not asked the same set of questions, the lack of structure may make it impossible to compare and score them.


The following are the most common forms of interviews:

  • The pre-interview over the phone.
  • The one-on-one interview, which can be conducted behaviorally, competency-based, or situationally.
  • The panel discussion.

The EEOC is focusing on artificial intelligence and algorithmic fairness in the workplace.

The EEOC is focusing on artificial intelligence and algorithmic fairness in the workplace.

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The Equal Employment Opportunity Commission (EEOC) is initiating an attempt to ensure that artificial intelligence (AI) and other new tools used in hiring and other employment decisions are compliant with federal civil rights laws. The initiative will look at how technology is fundamentally changing how employers make hiring decisions, with the goal of guiding applicants, employees, employers, and technology vendors in making sure that these technologies are used fairly and in accordance with federal equal employment opportunity laws.

“Artificial intelligence and algorithmic decision-making tools have great potential to improve our lives, including in the area of employment,” EEOC Chair Charlotte Burrows said. “At the same time, the EEOC is keenly aware that these tools may mask and perpetuate bias or create new discriminatory barriers to jobs. We must work to ensure that these new technologies do not become a high-tech pathway to discrimination.”

  • Establish an internal working group to coordinate the agency’s work on the initiative;
  • Launch a series of listening sessions with key stakeholders about algorithmic tools and their employment ramifications;
  • Gather information about the adoption, design, and impact of hiring and other employment-related technologies;
  • Identify promising practices; and
  • Issue technical assistance to provide guidance on algorithmic fairness and the use of AI in employment decisions.

This is a work in progress. The new initiative builds on the Commission’s previous work in this area. Since at least 2016, when the EEOC convened a public discussion on the EEO implications of big data in the workplace, the Commission has been looking into the use of AI, people analytics, and big data in hiring and other employment decisions. In 2021, the EEOC’s systemic investigators underwent comprehensive training on the use of artificial intelligence in employment practices.

“Bias in employment arising from the use of algorithms and AI falls squarely within the Commission’s priority to address systemic discrimination,” according to Burrows. “While the technology may be evolving, antidiscrimination laws still apply. The EEOC will address workplace bias that violates federal civil rights laws regardless of the form it takes, and the agency is committed to helping employers understand how to benefit from these new technologies while also complying with employment laws.”