NBlog

Economic uncertainty, workforce pressures and rapid technological change continue to reshape how organizations approach employee benefits. Canadian employers are increasingly being asked to do more with less: manage rising benefits costs, operate with limited internal resources and meet growing employee expectations around health, well-being and workplace support.

Artificial intelligence is gaining ground as a powerful catalyst for the transformation of work. Moving far beyond the mere automation of certain tasks, it’s redefining ways of working, decision-making mechanisms and the skills needed to create value. For organizations, the challenge is not just to adopt new technologies but to successfully integrate them into daily operations.

On May 4 and 5, Normandin Beaudry was pleased to welcome its partners from MBWL International for two days of discussions on the global challenges influencing benefits and total rewards. Held this year in Montreal, the event was attended by over 80 people. 

Retirement planning has long faced a key challenge: how can savings be converted into a predictable, sustainable income that adapts to the changing needs of retirees?

Artificial intelligence (AI) has moved beyond isolated tools toward becoming a foundational technology transforming organizational systems and decision-making.

At its core, pay equity is about ensuring that jobs performed primarily by women are compensated equally to jobs performed primarily by men when those jobs are of equal value within the organization.

After several years marked by labour shortages and pandemic-driven plan enhancements, organizations are now facing a sharp return to financial discipline. Inflation, lingering labour gaps in some sectors, and broader economic uncertainty are multiplying the pressures placed on group benefits budgets. As a result, benefits plans—once an area of expansion—are now under scrutiny.

ESG is no longer simply about compliance or corporate values; it is becoming a fundamental component of long-term business and investment strategy.

One year after CAPSA released its new Guideline No. 10 on Risk Management for Plan Administrators, most pension plan administrators (including administrators of DB, DC and other capital accumulation plans) have begun their journey towards compliance and are committed to formalizing or enhancing their risk management frameworks. The pace and maturity of implementation vary significantly across plans, influenced by type of plan, size, complexity of administration and of investment and funding strategies, existing governance structures and the administrator’s experience with risk oversight.

Focus on flexibility! By personalizing individual contributions and adapting ways of working, you can activate three protective factors for health and achieve optimal performance.