Why benefits consultants need a communication strategy now

Editor’s note: Be sure to read the other articles in this series:

• 3 ways to up your benefits communication game
• Your broker peers are embracing the new normal. Are you/?

It’s a common scenario: Open enrollment is fast approaching, and you’re waiting…and waiting…and waiting…for your clients’ renewals to be finalized. Then finally, the day comes when your clients approve their plan designs, and all of a sudden it’s a scramble to figure out the rest of the year. What’s your plan for open enrollment? How will you educate employees on benefits changes? How will you make sure employees are actually using their benefits throughout the year?

We’ve all been there. But as benefits consulting is becoming more competitive than ever and we’re all looking for new ways to prove our value, I’m here to argue that all those dead hours you spent waiting could’ve been put to better use.

Why? Because while you waited for your clients to get back to you, you could’ve been proactively preparing your benefits communication strategy for the year. Remember, you don’t need a decision to put a plan in place, and if you’re waiting for renewals to figure out how you’re going to educate employees throughout the year, you’re already too late.

So, how will you craft your communication strategy to stay ahead of the game? Here are some ideas.

Why you need a communication strategy now

You should be ready to hit the ground running with a strong benefits communication plan prior to renewals and plan decisions.

Before we dive into the details of how to build a communication strategy, let’s talk about your clients for a moment. Most of them are increasing their benefits investments this year in response to COVID; but are they maximizing their investments? In other words, are your clients’ employees actually understanding and using their benefits to their fullest potential?

All signs point to “no.” One in 5 employees say they want more benefits education, and one-third say they don’t understand the benefits they selected at enrollment.

So helping your clients protect their increased benefits investment (and ensure their employees take full advantage) starts with you. Having a benefits communication strategy ready to go as soon as your renewals go into effect shows your clients that you’re proactive, understand the problems they’re facing, and are ready to jump in and add value.

And for you? This all adds up to higher client retention rates, which is a good thing, considering a recent Invesp survey reporting that retaining clients is five times less costly than acquiring new ones.

How to craft a successful communication plan

Benefits engagement is a year-round job and open enrollment is just the start. So having a strong strategy in place now means you’ll be able to guide employees toward smarter decisions throughout the upcoming year. Here’s how to craft a communication plan that will put you ahead of the game.

Set measurable goals

To begin, ask yourself what you hope to accomplish with your communication strategy. This endeavor is more than merely going through the motions or something you should do. But what, precisely, is your aim? Do you want to increase enrollment in a certain plan? Do you want to focus more heavily on preventative care? Are you looking for ways to help your clients reduce rising health care costs?

And while you’re at it, think about how you’ll measure your progress. What metrics will you track to show your success?

Get to know your client’s objectives

On that same note, what goals do your clients have? Most companies have a corporate roadmap to reach their objectives. It’s time to get familiar with your client’s aspirations. Find out what stands in the way of them achieving their goals. Learn the challenges they face, so that you can help them navigate these roadblocks.

Understand your client’s needs

Not all clients are identical, and they don’t all communicate the same way. It only makes sense to understand how each of your clients’ communication needs differ.

For example, workforces are increasingly remote. So, printing a benefits guide can’t be the only method of communication you provide to your clients’ employees. Besides, we know employees don’t always read them. These booklets aren’t designed to help employees make the best benefits decisions. Therefore, you must understand what your clients honestly need — and then meet them there.

Consider the communication channels

Now that you’re committed to a year-round benefits communication strategy, how and when will you reach your client’s employees? Here’s a hint: Communicate with employees on their schedule, not yours. The truth is, employees aren’t going to care about their benefits until they need them. Like when they suddenly need glasses. When their son breaks his arm and they’re looking for the nearest emergency room. When they’re looking for an in-network therapist. So figure out a way to guide them towards smarter benefits in those moments … not during Mental Health Awareness Month.

Think about your audience

As you ponder your client’s communication channels, consider their communication style. For example, while many workforces are now remote, some will remain in-office teams forever. With employees only now rallying back in the office, you may need to communicate a bit earlier than usual. This approach is especially true if the flow, format, and distribution of communication have changed.

Additionally, don’t think you have to tackle your communication strategy alone. Ask HR leaders to recommend the best methods of communication. These individuals will know what does and doesn’t work for their employees.

Establish communication logistics

Once you have the inside scoop, it’s time to establish three things regarding your communication strategy: who, when, and how. For starters, designate an individual to be in charge of your communication initiatives. Also, define the message you will communicate and how often and when you will communicate it.

That said, be honest with yourself and your team about your client’s employee population. Do they need more hand-holding than others? Or are they already callused to HR reminders, no longer engaging with the material?

Also, consider what plan changes your clients’ employees must encounter this year. Are there lots of changes, or are plans remaining the same? If your client is introducing a new medical plan using a different carrier, there’ll be much more to communicate than would be the case if you were just adding adult ortho to the current dental plan. You’ll need to help your clients define the most important changes to communicate.

Measure success

Lastly, don’t forget to revisit those goals you set at the beginning. After all, how else will you know if your communication plan was successful? Share quantifiable results with your client on a regular basis to see where there might be opportunities for improvement.

Chad Schneider grew up in Woodland Hills, CA with the dreams to be the next Steven Spielberg and winning an academy award. Upon graduating business school, he realized that his becoming Steven Spielberg was a long shot and started selling insurance. An internship turned into 14 years with Aflac.  Chad subsequently ran sales for Code SixFour, and now serves as Jellyvision’s VP of Channel Sales. When Chad is not working he enjoys movies, eating deep-dish pizza, playing foosball with co-workers and traveling.