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A growing number of U.S. employers operate with workforces that include both W-2 employees and 1099 independent contractors. A consulting firm with a core team of full-time staff and a roster of independent specialists they engage on project work. A creative agency with employed designers and freelance contractors. A technology company with engineers on payroll and developers on contract. A manufacturing company with permanent operations staff and contracted technicians for specialized maintenance. The mixed-workforce model has become standard practice
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A landscaping company that staffs up from 35 employees in winter to 90 employees in peak summer. A ski resort that runs at 200 employees from December through March and 40 employees the rest of the year. A specialty retailer that brings on 75 seasonal staff for the holiday peak. A fruit grower that hires 150 workers for harvest season every fall. None of these employers fit cleanly into the standard frameworks that govern Read Full Article Here
Three years into the GLP-1 era, the conversation among benefits leaders has shifted from "should we cover these drugs" to "how do we structure coverage policies that work — clinically, financially, and for the employees who need access." The shift reflects a market reality: GLP-1 medications for weight loss and diabetes are no longer a hypothetical pharmacy consideration. They are the single fastest-growing line item in employer pharmacy spend for most plans, with annual per-member costs frequently exceeding $10,000
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For most of the past two decades, biologic drugs have been the fastest-growing line item in employer pharmacy spend — and the most resistant to traditional cost-management interventions. Biologics now account for over 50 percent of total pharmacy spend in many employer plans despite representing a small fraction of total prescriptions filled. The blockbusters in this category — Humira, Enbrel, Stelara, Eylea, Remicade, and others — have collectively cost employer plans tens of billions of dollars annually, with year-over-year
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Five years ago, pet insurance as an employee benefit was a curiosity — a perk offered by a small number of pet-friendly employers and largely absent from mainstream benefits packages. In 2026, it is one of the fastest-growing voluntary benefits in the U.S. employer market, offered by a meaningful percentage of large employers and increasingly common in mid-market benefits packages as well. The growth isn't accidental. American pet ownership has expanded substantially, with roughly two-thirds of U.S. households now owning
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The conversation about workplace wellness ROI has matured significantly over the past decade, and not in a way that flatters most existing programs. The early era of wellness — anchored in claims that every dollar invested returned three to six dollars in healthcare savings — produced numbers that didn't survive serious academic scrutiny. The peer-reviewed literature, including landmark studies from the University of Chicago and Harvard, has consistently found that the dramatic ROI claims of the 2000s and early
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The benefits package designed for a salaried knowledge worker behind a laptop fails predictably when delivered to a warehouse associate, a CNA in a long-term care facility, a delivery driver, a construction worker, or a hospitality worker on a variable schedule. The plan structure, the enrollment process, the communication channels, the claims experience, and the assumptions about how employees access care are all built for a workforce that lives on email, has predictable hours, can take a phone
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The default assumption among many small and mid-size employers is that bundling all benefits with a single carrier is simpler, cheaper, and easier to manage. The single-carrier model — medical, dental, vision, life, and disability all from the same insurer — has been the standard offering of national carrier sales teams for decades, and the convenience case for it is real. The cost case is less convincing than it appears. The carrier with the most competitive medical pricing in your
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A 350-employee company with locations in Atlanta, Phoenix, Boston, and Denver has a problem that doesn't show up on any single line of the income statement but quietly drives material cost and complexity into the benefits program: every market it operates in has different healthcare pricing, different network adequacy, different state insurance regulations, and different employee expectations about what a competitive benefits package looks like. The HR team wants standardized benefits — for fairness, for
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For small employers shopping for group health coverage in 2026, the decision between the Affordable Care Act's Small Business Health Options Program (SHOP) and the private small group market is rarely the first question that comes up — and it should be. The choice between these two purchasing channels affects what carriers you can access, what plans you can offer, whether you qualify for the Small Business Health Care Tax Credit, and how much administrative complexity you'll absorb in
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We just started working with Taylor Benefits and could not be happier. Todd gave us quite the education as well as some time saving tools to help us manage our HR and save money too. We are looking forward to a long relationship!”
-Carol, Accounting Manager, recruitment marketing company, Campbell, CA
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