Top
Stories
Featured Article Data Bank Focus: Getting Them to Stay February 8, 2013
Featured Article Data Bank Focus: See Where Workers Are Saying 'See Ya' February 8, 2013
Featured Article Data Bank Focus: A Shrinking Pool of Job Candidates February 8, 2013
Featured Article Honoring Diversity the Hawaiian Way February 8, 2013
Featured Article Honoring Diversity the McDonald's Way February 8, 2013
Featured Article Defending Diversity February 8, 2013
Featured Article Retirement Showdown February 7, 2013
Featured Article Visa Program Sparks Debate—Again February 7, 2013
Featured Article Homeward Bound February 7, 2013
Blog: The Practical Employer Workplace Social Media Policies Must Account for Generational Issues February 7, 2013
Blog: Work in Progress Kiss and Tell February 6, 2013
Latest News

Report Highlights Continued Decline in Defined Benefit Plans

Plan executives ‘are starting to realize that it’s not the plan design that drives [pension plan funding] volatility, but the deliberate risk-seeking behavior that results in mismatching of assets to liabilities,’ according to a recent Mercer study.

  • Published: February 14, 2011
  • Updated: September 19, 2011
  • Comments (0)
Related Topics:

Only 49 percent of 200 of the largest U.S. companies had ongoing defined benefit plans in 2009, down from 61 percent in 2006, according to Mercer’s Retirement, Risk and Finance Perspective.

Released Feb. 10, trends also show an increase in defined benefit plan curtailments among companies.

Some 11 percent had plans frozen to all employees as of 2009, up from 5 percent in 2006; 11 percent also had plans frozen to new employees, up from 7 percent; and 3 percent had plans frozen to some employees, down from 4 percent.

An increasing share of the companies, 26 percent, offered no defined benefit plan as of 2009, up from 23 percent in 2006.

Freezing a “plan does little to mitigate the underlying [pension funding] volatility,” Steve Alpert, principal and senior consulting actuary, and David Weissner, partner and senior consulting actuary, wrote in the perspective report. The attitude that “ ‘everyone else is doing it, so it must be a good idea’ has permeated boardroom thinking, replacing many facts with impressions.”

Plan executives “are starting to realize that it’s not the plan design that drives [pension plan funding] volatility, but the deliberate risk-seeking behavior that results in mismatching of assets to liabilities,” they wrote.

“By implementing thoughtful risk reduction strategies with immediate changes in investments, or through a dynamic derisking strategy, pension plan sponsors may be able to reduce cost volatility with less drastic changes in plan design.”

Among other data, the perspective report said in 401(k) plans, participants on average have been contributing less during the recession.

The average contribution rate as a percentage of pay was 6.8 percent as of March 31, a nearly steady fall each quarter since Dec. 31, 2007, when the rate was 7.46 percent.  

Filed by Barry B. Burr of Pensions & Investments, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.

 

Stay informed and connected. Get human resources news and HR features via Workforce Management’s Twitter feed or RSS feeds for mobile devices and news readers.

Leave A Comment

Guidelines: Comments that include profanity or personal attacks or other inappropriate comments or material will be removed from the site. We will take steps to block users who violate any of our posting standards, terms of use or privacy policies or any other policies governing this site. You are fully responsible for the content you post.

Stay Connected

Join our community for unlimited access to the latest tips, news and information in the HR world.

Follow Workforce on Twitter
HR Jobs
View All Job Listings

Search