U.S.-based Insured Nomads in October 2020 appointed Allen Koski as President and Chief Innovation Officer, to provide the insights necessary for the company to grow into new markets and unique client segments.. Insured Nomads is an insurtech focused on the healthcare needs of expatriates, remote workers and business travelers.
Insurance and Propagation in Village Networks, NBER working paper: non-insured events have a lasting impact on the entire supply chain.
According to Swiss Re, global insurance markets are set to rebound in 2021 with China leading recovery.
According to UNCTAD, global FDI flows fell 49% in the first half of 2020 compared to 2019, due to the economic fallout from COVID-19
Direct primary care provider Paladina Health hired Samie Moore for the newly created position of Senior Vice President, National Accounts, Healthcare Strategy, Benefits & Innovation
Ahead of the third G7 Pensions Digital Forum devoted on ESG, Inclusive Growth and the Future of Retirement, a GBV Quick Take with Nicolas J. Firzli, Director-General of the World Pensions Council, a Paris-based international association of public and private pension institutions
Allowing for financial synergies (6/6) By choosing @GEB_Network for your international expat plan, you not only benefit from a best compliant, integrated solution that will meet the needs of your diverse employees – wherever in the world they are – but you also benefit from cost efficiencies. For example, a global Network built upon years of close partnership working and trust, allowing for a high degree of harmonisation of
Centralising plan set-up and information management (5/6) Your multinational organisation is complex. But your global mobile employee benefits plan needn’t be. The right solution will allow you to insure your locally-based employees alongside their expat colleagues, with bespoke plans and quality benefits. For the employer, we bring solutions that are compliant and cost-effective. Plus, everything in one place, including comprehensive reporting packages. For the employee, we bring a user-friendly
Aiming for a high degree of harmonisation of terms and benefits (4/6) There are pros and cons of harmonising your terms of employment. But we believe the advantages far outweigh the disadvantages, bringing you a global mobile employee benefits plan that is more: attractive; fair; compliant; efficient. And less administration heavy and hierarchical. Talk to @GEB_Network about our new and innovative Best Compliant Model: the next generation of international
Minimising non-admitted insurance (3/6) Every country is different. Just like every employee is different. And non-admitted insurance is no longer serving global mobile insurance needs with the same level of efficiency that it once did. To insure global risk in a way that is consistent, cost-effective and with non-admitted insurance minimised, you need a different solution. @GEB_Network’s Best Compliant Model provides that solution, within a single multinational policy or
Maximising admitted coverages (2/6) Are you looking for one global mobile employee benefits solution that is in line with the requirements of each region in which your organisation is present? Do you want to simplify the administration of the benefits you offer globally, or across as many regions as possible? Do you want to reduce the reliance on non-admitted solutions? Look no further. @GEB_Network’s new Best Compliant Model has
Providing one integrated solution across geographies (1/6) Achieving a globally mobile employee benefits solution that is integrated and compliant, yet user-friendly, member-experience focused and cost-effective gets ever harder to achieve. At the same time, it’s a necessity in #employee attraction and retention. Fortunately, there is a way, in the shape of @GEB_Network ’s new and innovative Best Compliant Model. #employeebenefits
In the July 2020 issue The Best Compliant Model for Expatriates – Pasquale Gorrasi Interview with GEB’s Eric Butler on The Response To Covid-19 IBIS 2020 Conference Report Gig-Working to Dramatically Change Employment Landscape – Andrew Cunningham R&D: Weight Loss: The Tricky Last Few Pounds – Peter Rogers R&D: Coronavirus: Why Some People Lose Their Sense of Smell – Simon Gane, Jane Parker Employee Benefits 2045: Where Could We Be
The Best Compliant Model for Expatriates – Interview with GEB’s Eric Butler on The Response To Covid-19 – IBIS 2020 Conference Report – Gig-Working to Dramatically Change Employment Landscape – R&D: Weight Loss: The Tricky Last Few Pounds – R&D: Coronavirus: Why Some People Lose Their Sense of Smell – Employee Benefits 2045 – Where Could We Be 25 Years from Now?
We are currently seeing a lot of interest around managing burnout within teams. The difficulty employees face in trying to maintain a good balance in life, carry very heavy loads (work, mental and emotional) – especially in companies that have had to maintain normal productivity, and the lack of effective social support largely explain the phenomenon. Preparing these people for a return to work cannot be improvised. That’s why
Troubled times give birth to individuals with valuable personality profiles: the “positive deviants”. They are known to transgress the rules and push past established norms for the good of all. They contribute enormously to innovation by deviating from existing habits without knowing much about why they were so ineffective. The period we are going through gives us the opportunity to innovate around our approach to work. But we don’t
I’ve often been asked if I have any advice on how to structure the psychological approach to post-lockdown. I hereby invite you to utilise the “RARE” method: – Recognize: sensitize teams to be able to detect weak signs shown by people in psychological distress (a secondary prevention technique) – Act: teach teams how to start a conversation with someone showing signs of distress – using the right tone –
Many people will be experiencing painful emotions in the times to come. For some this will manifest as fear and guilt; for others, shame at not being able to meet performance expectations. Asking these people to “make an effort” or “smile a little” has a name in psychology: surface acting. Very damaging, this request to act “as if” everything was going well creates emotional dissonance and weakens commitment, well-being
At the end of a webinar a manager told me: “Some of my employees feel guilty for not being able to manage everything at once: teleworking, their children, household tasks… I would like to help them, but I don’t know how”. Guilt is an emotion that is as unpleasant as it is useful: it appears when we feel we have caused harm and urges us to remedy it. However,
We haven’t all experienced lockdown in the same way. Some have felt indispensable, others useless. And others have lacked recognition because teleworking has rendered their contribution invisible. These differences naturally give rise to tensions like mutual stereotyping, disintegration of teams and declining performance. How can these be avoided? Psychology’s solution is the “superordinate goal”, i.e. a goal that can only be achieved through the active participation of each member
Have you ever heard of the “bystander effect”? In psychology it is the phenomenon that the more people there are in a place, the less likely any one individual is to help someone in trouble. It is basically due to a dilution of responsibility (there are lots of people; someone else is bound to help on my behalf). When coming out of lockdown, many employees will experience bouts of
Are you familiar with the concept “locus of control”? In psychology, it’s the way we determine the cause of what happens to us. We can divide ourselves into two categories: – The “internals”: what happens to me depends on me… if I fail it’s my fault. These people progress more quickly in their careers but go through intense phases of guilt and self-questioning. – The “externals”: what happens to
The current situation is exceptional for everyone and that includes managers. Assuming one’s managerial responsibility means explaining the reasoning behind decisions that are misunderstood or poorly received by one’s colleagues whenever possible, and apologizing wherever mistakes have been made. While it is normally legitimate to expect exemplary behaviour from managers, calls for excellence in the current crisis are as futile as examples of leniency are essential.