Voluntary benefit enrollment is often characterized as an event. We've all seen (and probably created) publicity related to open enrollment periods; invitations to meet with benefit counselors and similar event-based notices. Posters are placed in common areas and table tents festoon conference tables and lunchrooms. Company websites and emails announce enrollment time.
This campaign support provides reminders intended to prompt employees to enroll, but it's not the best way to build employee engagement. It does little to promote understanding of the value of the employer's benefit program. If the employer's goal in offering benefits is to make employees happier with their employer, enrollment must be viewed as a process, not an event.
So how do we help achieve that? Enrollment needs to be planned and executed as one element of an ongoing campaign of communications. This begins with our discussion about benefit communications with employers. We need to make sure employers understand that success in meeting their goals for benefits means making sure employees understand the value of those benefits throughout the year.
Employees need to be reminded they have benefit-related options when a life event happens. Specific benefits need to be described in terms that relate to an employee's personal situation. And we need to reassure employers that helping manage benefits communication is one of the services we provide them, so they see it as adding value. We will support them on a consultative basis to help design the best benefit program for their people, help their associates keep their benefit choices up to date, and help people make the right choices.
In his book, “A Whole New Mind,” Dan Pink writes that the 20th century represents an era dominated by left brain thinking, while the 21st century is dominated by the right brain. As we create year-long campaign to make benefits relevant to customers, we need to think in terms of facts, statistics and expert opinions that appeal to the employees' left brain, as well as the analogies, personal experiences and examples that will be more relevant to the right.
In essence, the left brain is analytical, and concerned with the financial aspects of our products, while the right brain is concerned about family security and doing the right thing. Both sides are involved in a purchase decision, and the more we can connect in both areas, the more likely employees will be satisfied.
In a recent study, consultants at LIMRA interviewed employees and focus groups to examine how employees evaluate optional insurance coverages, specifically short-term disability and critical illness. They found insurers need to use a variety of frequent and omni-channel communication methods to illustrate the need for these products and increase awareness through testimonial messages, analytical decision-making tools and multiple levels of educational resource detail. During enrollment, personal contact, whether in-person meetings or telephone and chat contacts, is highly preferred by many employees.
Simply putting benefits onto a web page is not going to result in employee satisfaction with the enrollment experience, and will not deliver the value employers deserve. We must position ourselves as year-round communications experts, helping employers and employees find more value in their benefit plans.
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