Voluntary Benefits Voice - February 2024

February 2024

Voluntary Benefits Voice M A G A Z I N E

Leveraging Accelerating API Decision Support Adoption in the Tools Effectively Benefits Industry

All Things Enrollment

Key Contributors

Jennifer Daniel Aflac

Jack Holder EBIS

Mark Rosenthal PwC

Steve Clabaugh CLU, ChFC

Editorial Staff Editors Heather Garbers | Trevor Garbers Marketing Director Marin Daniel For Media and Marketing Requests Contact: Heather@voluntary-advantage.com and Trevor@voluntaryadvantage.com

Advisory Board

Seif Saghri BenefitHub

Hunter Sexton, JD, MHA Sydney Consulting Group

Michael Stachowiak Colonial Life

FEATURED ARTICLES All Things Enrollment Leverage Decision Support Tools Effectively

Revolutionize your Benefits Strategy

Accidental Mentoring

Size Matters (And So Does Age)

Accelerating API Adoption in the Benefits Industry

VOLUNTARY BENEFITS

X E N E TH

MARCH 11-13, 2024 VIRTUAL CONFERENCE

N O I T A R E N E G T

Don’t Miss Out...

Learn What the Future Holds for the Voluntary / Workplace Benefits industry Sessions will include industry leaders presenting on: The Current and Future State of the Industry Compliance & Legislative Updates “View From The Top” The Start-Up Stage The Masked Broker How to Evaluate the Administrative Capabilities of a Partner What to Know When it Comes to API Using Medical Data to Enhance Supp Health Value Trends in Enrollment & Engagement AND MORE!

Cost: $50 per Attendee A Special Thank You to Our Sponsors!

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From the Editor...

Frictionless.

If I had one word to use as a theme and goal for 2024, it would be frictionless.

We all know that there is plenty of friction in the voluntary benefits or even just general employee benefits industry today.

There is friction in the quoting process, you can send the same proposal request to 10 partners and get a completely different response from each… 24-hour accident rates when you requested off-job, issue age critical illness rates when you requested attained age, and how hard can it be to get a census with all required information?

There is friction in the implementation process… why do we need to have an hour-long call to discuss x, y, and z when the client prefers a digital intake experience, how do we get all needed parties on the proper calls, why do I have to complete 3 forms requesting the same information, why can’t we get a file spec for the benadmin platform in a timely manner, why won’t so-and-so return my calls/emails within 48 hours, where are the benefit summaries…

There is even friction after the “sale”… why can’t we get the bills right, where is the file, why was this claim denied, why is it so hard to file a claim in the first place?

By Heather Garbers

In meeting with our partners this year I am so glad to hear that many parties out there are working on reducing the friction. If we are going to continue to grow at this rate in the industry, we need to work together to reduce the friction wherever possible to overcome the client objections of “it’s too complicated”, they “don’t have the bandwidth”, or “these plans don’t really pay” when presented with voluntary benefit options. If you read our “Carriers to Watch” article in January, you saw that new entrants are entering the industry with a competitive edge of being “frictionless” – their value-prop includes that they are not encumbered by bulky and dated systems and so are able to be nimble to meet market demand and lead with technology.

Clients proactively ask about API connections, 48-hour implementations are here, members require a simple and paperless claim process that is digital, proactive and integrated, and excessive turnaround and hold times need to be a thing of the past. In this highly competitive space, where everyone has 50 medical conditions you can slice and dice to create the perfect critical illness plan, differentiation is coming from being frictionless to meet the needs of all stakeholders.

Let’s all go to work.

Size Matters (and so does age) Why benefits education and enrollment should be tailored for every account

By Eastbridge Consulting Group, Inc.

Workplace benefits are a big investment for employers — but they’re a waste of time and money if employees don’t understand their options and if enrolling in them is confusing or inconvenient. That means employers need to offer more than just the right benefits for their workforce demographics: They also must offer the right tools to effectively communicate and enroll their benefits package. To add to this challenge, research shows that employers and employees in different size companies and industries and from different generations often have different preferences and needs for benefits communication and enrollment.

Clearly, a one-size-fits-all benefits education and enrollment approach will not generate the participation and client satisfaction that brokers and carriers need to be successful. Here are some key findings from our most recent employer and employee studies on enrollment practices and preferences that carriers, brokers and employers can use to help craft a more effective benefits program

Employers prefer to educate employees about their voluntary benefits using a website or mobile app, according to Eastbridge’s 2023 “Employer Size and Industry Demographics for the Voluntary/Worksite Market” MarketVision™—The Employer Viewpoint© report. The next most popular methods are literature, email/online or text messages sent to employees. However, employers with 500–999 employees have a stronger preference for videoconference group meetings and an online chat function to answer common benefit questions than either of the top two overall methods. Employers of all sizes say mandatory group meetings are their least-preferred method of education and communication.

Many employees have different preferences than their employers for learning about their benefits.

Employees overall say information provided by their employer — emails, newsletters, online or printed — is both the most helpful and their most preferred method. But the 2023 MarketVision™—The Employee Viewpoint© report, also shows that speaking with someone in person also ranks highly as a preferred method, especially for employees in small companies. Including phone calls, video sessions and online chat, the personal touch emerges as very important to most employees. Text messages are by far the least-helpful communication and education method for all employees except the youngest, Generation Z.

Employees’ Preferences for Learning About Voluntary Benefits by Group Size

The majority of employers surveyed (73%) prefer to offer employees a variety of enrollment options and allow them to choose which one is best for them. They also want employees to receive personalized enrollment communications based on their age, gender or life stage, especially employers in the 1,000–2,499 size segment.

Employers’ top preferences for voluntary enrollment methods are self-enrollment using a website or mobile device (37%), with an enroller completing forms on a computer (36%), and with the help of a human resources representative (24%). Groups with 10,000 or more employees lean more towards live call center enrollments than other employers. Interactive Voice Response (IVR) is the least preferred enrollment method by employers overall.

Employers’ Preferred Enrollment Methods

Most employees prefer to enroll online without assistance in the future. However, about a third say they would prefer to use assisted enrollment methods including applying on a computer, on paper or through a video call/virtual meeting with a benefits counselor, or through a phone call with a live person. Again, interest in personal interaction is highest among the youngest employees.

Employees’ Preferred Future Enrollment Method for Voluntary by Generation

A strong majority of employers want to enroll all benefits on one platform, even if multiple carriers are involved. An equal number prefer the online enrollment to be part of the benefit administration system rather than separate. About half of employers use a single self-service enrollment platform, although employers with more than 500 employees are more likely to use multiple platforms. The most important reasons employers choose an enrollment platform are 1) the ease of navigation and use, and 2) the ease of implementation. These characteristics are especially important to educator groups. Access to the platform and the ability to enroll in benefits from any device, as well as offering decision support tools and benefits education, also are important to many employers. The ease of data transfer after enrollment is especially important to health care employers.

Employers’ Most Important Reasons for Choosing Enrollment Platform by Industry

[Note: Respondents could select multiple answers, so percentages total more than 100%.]

Many employers and their employees across industries, sizes and generations have similar needs and preferences — but there are significant differences in some cases. Understanding the nuances of each account can help brokers and carriers offer the most effective possible benefits communication and enrollment tools and strategies.

Nick Rockwell President

Danielle Lehman Senior Consultant

Eastbridge is the source for research, experience, and advice for companies competing in the voluntary space and for those wishing to enter. For over 25 years, they have built the industry’s leading data warehouse and industryspecific consulting practice. Today, 20 of the 25 largest voluntary/worksite carriers are both consulting and research clients of Eastbridge.

All Things Enrollment

By Heather & Trevor Garbers The Voluntary / Workplace Benefits world is in the middle of an evolution right now to meet the expectations of an evolving marketplace and changing consumer. We have Baby Boomers exiting the workforce in droves, the once feared Millennial maturing and some Gen Zer’s starting to age out of their parents’ coverage. Our current conundrum isn’t just what plans these individuals will be most interested in, but also how do we effectively educate and engage them in these solutions in an environment where what worked in the past may not meet their needs today.

Benefit communication firms or enrollment firms have been at the forefront of benefit engagement for years and so we are tapping into the expertise of some marketplace leaders to get their insights on trends they are seeing in benefits communication and enrollment today.

Chad Williams (Chad) with Benefits Communication Group; Dave Hurlock (Dave) with PES Benefits; John Allen (John) with EOI Service Company (EOI); and Todd Hondru (Todd) with Benefit Educators – we are glad to have you all with us to share your insights with our readers!

What are current trends you are seeing in benefits enrollment today?

Dave - There is no one-size-fits-all enrollment strategy. We have had to evolve as an organization to meet the employees where they are. Many groups require three and sometimes four different enrollment options to meet the needs of all the different types of employees within their organization. This first started during the pandemic and has evolved over the past several years.

Chad - As organizations strive to offer personalized plans for a multigenerational and diverse workforce, the need for personalized enrollment solutions has also emerged as a trend. Just as Accident and Critical Illness plans may appeal differently to individuals, so do education and enrollment channels. There is no one-size-fits-all strategy so knowing your audience and meeting them where they want to be met is critical. The ability to construct multidimensional enrollment strategies that incorporate an array of tools is key.

Including the right mix of resources like: call center enrollment, face-to-face enrollers, microsites and decision support, while also providing the appropriate level of HR support, marketing and reporting, makes all the difference towards employees understanding how their benefits work and work together.

Todd - Certainly there is a trend towards selfservice strategies. However, many organizations are finding that employees need additional support for questions and getting through the enrollment process. At the same time, HR teams are running very lean themselves, and so partners are still needed to support self-service strategies.

HR teams in many cases are also looking for assistance in providing ongoing support throughout the year for things like questions and issues with benefits.

John - Employee benefits have long been a cornerstone of attracting and retaining top talent. As the modern workforce continues to evolve, so do the trends in employee benefit enrollment. Employers are recognizing the need to adapt their approach to meet the changing expectations of their workforce.

Some of the key trends shaping the employee benefit enrollment landscape include: Customization and Personalization: Generic, one-size-fits-all benefit packages are becoming obsolete as employees seek tailored solutions that align with their individual needs and lifestyles.

Employers are responding by offering flexible benefit plans that allow employees to choose from a menu of options. As a result, education and communication is also shifting to a more custom and personal approach which increases the importance of using an enrollment firm who can create a customized plan of enrollment to meet each client’s unique needs.

Technology Integration: The use of technology not only enhances the employee experience but also allows for better communication and education. Chatbots and artificial intelligence are also being employed to answer employee questions and guide them through the enrollment process. This not only reduces the burden on HR departments but also ensures that employees have access to the information they need when they need it.

Remote Workplace Engagement: The rise of remote work has prompted employers to reevaluate their benefit education, enrollment, and communication processes to accommodate the needs of a dispersed workforce. At the same time, engaging with remote workforces can be time consuming and costly for organizations. Enrollment firms can help take this burden off the plate of employers by providing customized solutions to meet the needs of a remote workforce. Advancements in call center technology improve the ability for enrollment firms to engage with remote workforces. Interactive Voice Response (IVR) systems, call branding and spam remediation, artificial intelligence, live chat and chatbots, are examples of technology that can be utilized to enhance employees virtual enrollment experience.

The landscape of employee benefit enrollment is continually evolving, driven by shifts in workforce demographics, technological advancements, and changing societal priorities. As we move forward, the emphasis on customization, technology integration, financial and mental wellness, and remote work considerations is likely to remain at the forefront of employee benefit enrollment strategies.

What are some best practices when partnering with a benefit communication firm?

Todd - I would say that providing all relevant information up front is key to a successful partnership. For example, will the enrollment event be active and what exactly does that mean? Will employees lose major medical coverage or be defaulted into a plan if they don’t act during open enrollment? The concept of “active enrollment” greatly impacts our staffing and the participation levels during open enrollment. As far as partnering with a benefit communication firm, I’m also seeing many firms becoming more flexible on scope and financial arrangements than they have been in the past as they adapt to the evolving marketplace.

John - Navigating the complexities of employee benefits can be a daunting task for employers.

From health insurance options to retirement plans, managing the enrollment process efficiently and effectively is crucial. Once an enrollment firm is selected, some best practices for partnering include: Clear Communication and Collaboration: Begin by clearly outlining goals, expectations, and the specific needs of the workforce.

Regular communication throughout the entire process is essential, ensuring that all parties stay informed about any changes, updates, or challenges. Engage in open discussions with the benefit communication firm to leverage their expertise and find solutions tailored to your client’s unique circumstances.

Thorough Planning and Preparation: Before engaging with a benefit communication firm, invest time in thorough planning and preparation. Clearly define enrollment goals, timeline, and the specific benefits that will be offered. Provide the benefit communication firm with detailed information about workforce demographics and any unique considerations that may impact benefit preferences.

Employee Education and Engagement: Prioritize employee education to ensure that the workforce comprehends the full scope of benefits available to them. Leverage all of the resources offered by your benefit communication firm including things like: creating educational materials, conducting workshops, or even hosting webinars to address common questions and concerns.

Also consider utilizing technology, such as online platforms or mobile apps, to facilitate easy access to information and enrollment materials.

Chad - Partnership and alignment are key components to success. The most effective enrollments are often the ones where the connection between enrollment firm, broker, client and carriers is the strongest. When this happens, the enrollment strategy tends to be very collaborative, and the resources of the enrollment firm are properly utilized. With all parties pulling on the same end of the rope, this results in employees being the best consumers they can be and groups realizing a high ROI on their benefits expenditures.

Dave - The key to a successful enrollment is ensuring that all the expected deliverables have been discussed upfront. Having an initial discovery call with the key contacts for the client and broker is key to making sure everyone is on the same page and knows who will be responsible for each deliverable throughout the process. Support from HR at the employer level is also critical to the success of any enrollment.

Great collaboration between the benefit communication firm and employer will ensure that the mutual goal of creating a great experience for the employee is met. The employee should walk from away from their conversation with a benefit counselor feeling seen, valued, and heard, knowing that they have selected the right benefits for themselves and their loved ones.

What is a unique or out-of-the-box solution that you have been able to provide to a client?

John - While we have embraced and significantly invested in technology, our ability to provide unique solutions in order to maintain a human element, we believe, sets us apart. One solution includes our ability to create custom videos for our clients. Our communication team leads this effort and consults with our clients to identify opportunities to create custom videos. For example, our communication team has created custom videos of CEOs and embedded the videos in our communication campaigns utilizing a variety of medium such as QR codes on posters, texts, emails, and custom microsites. These videos serve as a means for clients to bring a message to all employees in a fun and engaging way and demonstrates that leadership is invested in them.

Todd - We have been working with several clients where the HR team only requires support for the questions and issues their employees are having related to benefits throughout the year.

We have been utilizing our call center year-round for this and even created dedicated emails for employees to contact us, so we can support them during open enrollment and throughout the year.

Chad - Benefi AI is our true out-of-the-box solution, bringing together the best of all enrollment approaches by melding decision support, self-service and call center together.

Designed and built by enrollment experts, Benefi AI provides personalized benefit recommendations based on a brief but thorough digital employee survey. Employees can then pick coverage options from the personalized recommendations to prioritize the benefits that matter most to them and their families.

Employees can either utilize Benefi AI’s recommendation or directly engage with the call center, enjoying the best of both worlds. Another unique solution we offer, is providing call center support for self-service groups without placing minimums on the number of employees required to contact the call center. In this model, employees can interact with the call center in several ways, they can call in for education and enrollment, and they can also call in for technology and/or platform support.

Dave – Our services include: benefits education, benefits technology, and virtual care solutions and one thing that is unique to us, is our ability to bundle our services and solutions to create different funding options based on what our broker partners and client are looking to accomplish. We also work with a lot of clients that are adding locations and growing rapidly and so we partner with the employer to help with all communication or support they may need to educate the employees about their new employer while we are enrolling them in their benefits.

As you can see, the benefit communication industry has evolved from what was once a one-size-fits-all method, to a customized approach aimed at meeting consumers where they are today. While technology certainly has created efficiencies and enhanced the process, benefit communication firms today are able to augment by providing unique and innovative solutions creating a multi-faceted communication and enrollment strategy, which many clients need to meet the needs of their employees today.

John Allen. President of EOI - he executes and develops strategic marketing initiatives on a national level, specifically focusing on the enhancement of value-added services that EOI provides for its clients. Since joining EOI in 2009, John has played a key role in the area of strategic marketing, building an outstanding implementation team in the Chicago office and tripling sales in the Midwest region.

Todd Hondru, President, Benefit Educators - Todd has been in the enrollment and communication industry for over 20 years. During that time, he has worked with everyone from Fortune 500 Companies to middle market players. He started his own firm in 2018 and has led the new business endeavors of the firm which has experienced year over year controlled growth. Todd lives in Chicago with his wife and two sons.

Dave Hurlock, CEO, PES Benefits - As the CEO of PES Benefits, Dave is focused on PES organizational strategy and growth. At PES, we take pride in our ability to provide our broker partners, employer partners, and their employees with the best all-in-one employee benefits experience possible. Dave became a partner at PES in 2019.

Chad Williams, Executive Vice President of Sales, Benefits Communication Group (BCG) - Chad joined BCG in 2018 as Regional VP of Sales. Before BCG, Chad spent 20+ years in higher education, with the most recent role being multistate President overseeing all campus operations in AZ, CO, and NV. Chad has a passion for helping organizations and their employees successfully navigate employee benefits enrollment and technology.

Revolutionize Your Benefits Strategy

PES Benefits We are officially one month into a new year and a new opportunity for companies to rethink and revamp their benefits strategy! All things are fair game, from marketing your open enrollment to ensuring all employees are educated on their benefits; your strategy can only be successful with a proper plan and understanding of the ever-changing benefits world!

Here are a few things to consider when planning for future open enrollments.

1. Effective Communication: Are we effectively communicating open enrollment to employees?

The need for effective communication and education to empower employees and drive utilization rates remains vital. Clear communication forms the cornerstone of a successful benefits strategy. It's not just about informing employees of open enrollment but ensuring that the information is accessible and easily digestible.

2. Employee Support Hub: Are we providing a place where employees can get answers to their benefits questions?

A comprehensive benefits strategy goes beyond enrollment dates. Providing a centralized hub for employees to seek answers to their benefits queries ensures they feel supported throughout the year. A well-informed employee is more likely to utilize the benefits available to them.

3. User-Friendly Benefits Technology: Is our benefits technology easy to use and accessible to the entire employee population?

In the digital age, the accessibility and userfriendliness of benefits technology can make or break your strategy. Ensure that the benefits platform is not only technologically advanced but also easy to navigate. This inclusivity is key to reaching the entire employee population.

Things to Consider in Open Enrollment: Effective Communications Employee Support Hub User Friendly Benefits Technology Employee Feedback Empowerment and Understanding

4. Employee Feedback: Are we listening to the benefits needs and wants from employees?

An effective benefits strategy is a two-way street.

Actively seek feedback from employees to understand their needs and preferences. This can be achieved through surveys, focus groups, or regular check-ins.

The insights gained will enable you to tailor benefits offerings to meet the unique needs of your clients' employees.

5. Empowerment and Understanding: Do employees understand their benefit options, and are they empowered to make those decisions?

Understanding benefits shouldn't be a daunting task for employees. Empower them with the knowledge needed to make informed decisions about their benefits. This not only increases utilization but also contributes to overall employee satisfaction.

Companies should also remember that expanding benefit offerings is not always the answer to success. You may also need to customize your benefits strategy to your clients’ employees' needs. Failure to tailor your benefit offerings potentially affects participation, retention, and benefits package satisfaction.

Consider encouraging your clients to do some market research through polls or focus groups to find out what kinds of benefits their employees find the most valuable.

A successful benefits strategy requires a thoughtful approach. By focusing on effective communication, employee support, technology, feedback, and empowerment, you can revolutionize the benefits experience for both your clients and their employees.

Leveraging Decision Support Tools Effectively

By Heather & Trevor Garbers As benefits enrollment migrates to a digital experience to streamline administration and meet the needs of the marketplace, it can leave some employees behind as they try to comprehend what is offered to them and make the best decisions for their household. Decision Support Tools (DSTs) have entered the marketplace as a tech-driven strategy to help employees understand the benefits that are offered to them and make informed decisions on what will be best for them and their family.

With the splash DSTs are making in the marketplace today, it is important to know what they are, how they work, and when to leverage them. Sara Chehrazi (Sara) with Nayya, Seth Haight (Seth) with Brite, and Brian Harrison (Brian) with SAVVI, and are here to share information on what Decision Support Tools are and how to leverage them effectively.

DSTs are a software platform that typically asks the employee questions about their lifestyle (expenses, household, financial goals), before educating them on their benefit options and using data to make personalized benefit suggestions. Their goal is to help better engage employees in benefits by explaining them in a simpler format, and helping them to narrow down the options with recommendations based on their unique needs.

Seth - DSTs are one small piece of a large communications “puzzle. When distributed correctly to employees, they can be a huge driver in helping them feel confident when making benefit elections. There are various approaches and factors that impact what support tool will be best suited for a particular employee population, but at the end of the day, they all strive to do the same thing... drive solid benefits education to help employees feel confident when electing the benefits being offered to them.

Decision Support Tools (DSTs) are newer to the marketplace, can you explain what they are for those that are not familiar with them?

Brian - DSTs help employees select health and supplemental group insurance that best fits their unique situation.

Ideally, they create personalized recommendations to allocate benefits spending optimally toward health, emergency and retirement savings.

Sara - Benefits are complicated to the average consumer, and the way the industry communicates them only perpetuates the problem. If you look at other consumer experiences such as purchasing a flight or selecting your next TV show, not only is the experience intuitive, but you also receive recommendations based on your previous purchase or watch history as suggestions on what to do next. Benefits should be the same way. DSTs can help to communicate employee benefits packages in a way that's digestible, informative, and intuitive. Through the use of countless data points across a person’s health, wealth, and lifestyle preferences in conjunction with a survey; these solutions provide consumers with personalized recommendations along with an explanation of why those benefits are being recommended. The goal is twofold: a. To drive consumer confidence by providing a curated list of benefits to enroll in b. To promote financial peace by acknowledging that each household operates with a single wallet, protecting them from costs that exceed their means

In an online self-service enrollment, what type of results do you see when a DST is used vs without?

Brian – We’ve seen dramatic increases in HDHP adoption, 401k savings and supplemental benefits enrollment for employees that use DSTs vs those that enroll without DST guidance. This includes 35% higher adoption rates of supplemental benefits over previous years and in some of our early results for 2023, annual enrollment showed triple digit increases in the adoption of critical illness, accident and hospital indemnity coverage.

With DST guidance, users feel more confident about their choices, and have a better understanding of the totality of their benefits. For example, how different health and wealth accounts can help them save now and in the future.

Positive results are a function of showing the value provided by products like critical illness, accident and hospital indemnity in a personalized way. Participation is key to driving these outcomes. Employers who actively promote and integrate DSTs see 10x the participation in our experience.

Sara - Results will always vary based on things like industry, the workforce’s computer literacy, the number of benefits offered, etc., but we have received feedback from our clients showing: Administrative time savings - that means reduced calls and emails to HR specialists and call centers because employees are better able to self-service during the enrollment event Improved employee experience - 75% of our users indicated they felt more confident in benefits decisions Increased financial equity - employees are either contributing more to their HSAs, 401ks, and/or purchasing supplemental health to help ensure they have adequate coverage We also see our users on average participate in voluntary benefits (for example Accident, Critical Illness, Hospital Indemnity) at a 82% higher likelihood compared to the average voluntary benefit participation rate of Non-Nayya users.

What are some lessons learned when it comes to effectively implementing a DST? Seth - My top 2 (of so, so many): The support tool is only one piece of an effective communications strategy. It must be deployed appropriately to employees (considering different generations, industries, languages, etc.) and easy to engage in.

It is important to include the HR team responsible for deploying and educating employees about the tool in the evaluation process long before implementation begins.

These are the people in the organization that know their population the best and how they will engage and utilize the tool in the most effective manner. It's easier to promote a product when you feel comfortable using it and know it will be effective.

Sara - The first lesson we’ve learned is the importance of delivering a seamless, low-lift implementation for employers and benefits consultants, which is why we have two ways to implement the tool: Embedded integrations to create a oneplatform experience. In an integrated experience, we don’t require anything from the employer — it’s a turnkey solution where we use all the benefits information from the HCM. Single-sign on (SSO) which is a standalone solution that takes the member from the DST back into the HCM for a seamless employee experience during the enrollment process.

Another critical element of successfully implementing a DST is top-down excitement and value realization from the employer groups.

This includes explicitly bringing attention to the DST as a tool for employees during Open Enrollment — ranging from a dedicated announcement from HR or people managers, to plugging it during a company-wide meeting.

Regardless of industry, executive buy-in creates an environment that allows for maximum engagement with the product. An employee's trust in these tools is boosted when they hear their manager and leaders across the organization talking about and endorsing it.

Brian - The more integrated the DST is in the enrollment flow, the higher likelihood of positive outcomes. Employees tend to want to get through their annual open enrollment quickly, and so they often just re-enroll in the previous year's benefits, even if they are not the best fit for them or leave significant gaps in coverage. DSTs lead to better outcomes for employees (more personalized coverage), employers (reduced costs) and brokers or carriers (increased premiums). Promoting the platform and educating employees about the value of the DST, makes a meaningful difference. If employees know that taking a few extra minutes during open enrollment will save them significant money over the course of a year, they’ll invest that time. Finally, onboarding has to be easy and seamless to minimize the impact on the HR team and broker at a busy time of year.

In a post-pandemic world, technology and digital themes will take center stage in creating new models of success as remote, hybrid and other work arrangements become mainstream. Advancements in technology will present significant opportunities for organizations to create engaging employee experiences to help them learn about, enroll and take advantage of their benefits.

Patrick T. Leary, M.B.A., LLIF LIMRA and LOMA

What is the future for DSTs? Sara - We believe that the DST should be as dynamic as the people using it. This means a few things: With the proliferation of AI and ML, you can craft a UI and UX that is nimble enough to cater to the individual going through the platform, providing more or less education based on their knowledge of benefits More data (such as real-time financial insights and first-party information) means increased personalization and higher accuracy when it comes to recommendations Engagement during open enrollment is the beginning of a consumer’s journey and helps them to choose their benefits, but we also feel a responsibility to help them use them. The future of DSTs includes our latest product, Nayya Claims, which automates the processing and submission of supp health claims on behalf of consumers.

Brian - Historically DSTs have only focused on the health plan decision. While this is arguably the most critical piece, it’s just one component of an overall benefits and individual financial plan. By helping users decide on the “next best action” and where their benefit dollar is best spent, a large number of options present themselves: a new voluntary benefit, increased HSA contributions, increased personal savings or saving toward retirement. DSTs will continue to be more integrated, holistic and personalized as time goes on. Aligning and integrating benadmins, decision support providers, retirement plan providers and carriers can ensure participation and positive outcomes. We also see the power of AI and ML continuing to improve the communication of recommendations, quality of guidance and the enrollment experience overall.

Sara Chehrazi, VP of Partnerships, Nayya - oversees relationships with carriers, consultants, and HR tech partners, driving strategic initiatives for mutual success. During her time at Nayya, Sara has orchestrated innovative solutions to enhance the value delivered to partners as well as to Nayya's end user: the employee. At the heart of it, Sara takes pride in building and operating a company whose mission is to give consumers peace and confidence in their benefits.

Seth Haight, VP, Broker Relations, Brite - leads broker partnerships and strategy for Brite. Before joining Brite, he was a Director of Health & Benefits at WTW and held various roles with major medical carriers. He's worked in the employee benefits industry for over a decade, with a focus on employee benefits education and engagement.

Brian Harrison, President, SAVVI - has over two decades of financial services experience as a producer, sales leader and division head and has served as the President of SAVVI since 2018. A native of the Boston area, Brian holds degrees from Middlebury College and the MIT Sloan School of Management as well as the CFP®,CLU®, ChFC®, CLTC designations. Brian also once served as the lead singer of the long defunct 80s cover band the Reaganomics.

Call to Action: Accelerating API Adoption in the Benefits Industry

By Meg Collins, Chief Growth Officer at Ideon

Last month in the Voluntary Benefits Voice, I explored the transformative role of APIs (Application Programming Interfaces) in reshaping the employee benefits industry. To summarize: Insurance carriers and HR, payroll, and benefits administration platforms use APIs to exchange essential data—information about employees, their eligibility, and the benefits in which they’re enrolled.

Compared to EDI and other traditional means, APIs exchange information more accurately and in realtime, ultimately leading to better member and broker experiences, not to mention operational efficiencies for carriers and their technology partners.

However, our journey towards fully leveraging the power of APIs is just beginning. In a groundbreaking survey conducted by Ideon and LIMRA last year, we discovered that while nearly all group benefits carriers are developing or already have APIs, the reality of their usage paints a different picture. Only a small percentage of carrier<>tech partner connections are utilizing these APIs extensively, indicating a gap between capability and utilization.

So, how do we bridge this gap and bring the advantages of APIs to more members?

First, each stakeholder needs to gauge how their transformation efforts stack up against competitors.

In fact, participants in the Ideon-LIMRA survey received personalized, competitive report cards, detailing where they are on the API advancement curve.

Once the competitive landscape is well defined, the path forward involves concentrated efforts from carriers, benefits technology platforms, and brokers.

Each plays a pivotal role in turning the tide towards widespread API adoption.

For Carriers: Innovate with Purpose Insurance carriers are rarely viewed as vanguards of digital innovation, but that’s beginning to change.

Carriers are increasingly becoming digital leaders, especially in the worksite and voluntary benefits space, where Pacific Life, Guardian, Sun Life, and others have heavily invested in APIs. There’s been a ton of progress, but carriers must be highly strategic in their API development to drive industrywide adoption.

Here are three recommendations for carriers: Prioritize Impactful API Functionality.

Determine which API functions are most crucial to your partners, operational efficiency, and significantly enhance the member experience.

For example, some carriers may focus on APIs for initial enrollment and eligibility updates, while others may prioritize case setup or EOI decisions, based on specific needs.

Ease the Connectivity Burden. Recognize that HR and benefits platforms are balancing many priorities. Simplify API integration with clear documentation, streamlined key management, accessible development guides, and a dedicated support contact for developers. This makes your APIs more attractive, leading to higher priority on tech partners’ roadmaps.

Make APIs a Marketing Focus. Make API connectivity a central theme in your communications with brokers and employers.

Transform these stakeholders into API advocates by educating them on the efficiencies and benefits APIs offer, thereby influencing external partners to prioritize developing to your APIs.

Align Roadmap with Customer Needs. Balance development priorities by focusing on carriers and functionalities that offer the most significant benefits to your customers. Consider partnering with middleware providers, like Ideon, to launch additional, more modern carrier connections without using internal resources.

Choose Partnership Over Profit. Let’s say the quiet part out loud: In the benefits administration world, some platforms have monetized carrier connectivity. In these cases, revenue potential can be a major factor in which carriers get roadmap priority. In my view, carriers with better technology and API capabilities should get preferential treatment — the positive impact on members is too significant to ignore.

Position APIs as a Competitive Differentiator.

Brokers and employers, in most cases, don’t need to get into the weeds about digital connectivity. So don’t just market APIs as your shiny new toy — instead, explain the key benefits of having incredible, modern connections and a robust carrier network. Talk about speed, efficiency, group setup times, automation, data integrity… then you’ll be speaking their language.

For HR and Benefits Administration Platforms: Streamline Integration Processes HR systems and benefits administration platforms are critical in this digital transformation, often serving as the first point of engagement for members.

Companies like PlanSource, ADP, Rippling, and several others have API connectivity with carriers— and yet, even for these leaders, there’s much work to be done. Here’s how benefits platforms can spur greater API adoption: Provide Ample Connectivity Support. Success in API-enabled partnerships hinges on collaboration and technical alignment. Platforms must provide comprehensive support during carrier integrations, offering user-friendly development guides and robust technical assistance.

For Brokers: Champions

Embrace

Your

Role

as

API

Brokers have a unique influence in driving API adoption, with key actions including: Educate and Advocate. Stay informed about the advantages of APIs and champion their use in carrier and BenAdmin evaluations and RFPs. Recommend to your clients carrier-and-BenAdmin combinations that work together seamlessly.

Ask The Right Questions. When gathering client proposals, it's crucial to inquire about the API capabilities of carriers and their technology partners. Questions such as "What functionalities do your APIs currently support?" and "What's on your API roadmap for the next 1-3 years?" can provide valuable insights into their commitment to digital connectivity and future plans.

Influence Industry Direction. Your recommendations and business decisions significantly shape carrier and platform priorities. Guide the industry towards an integrated, efficient future by being vocal about your and your clients’ connectivity needs.

A Collective Effort Towards a Digitally Transformed Future The path to comprehensive API integration in the employee benefits industry demands concerted efforts from all stakeholders. Carriers and technology platforms must innovate, integrate, and strategize, while brokers need to educate and advocate. Collaboration between all three cohorts will ensure the industry not only adapts to but thrives in the digital era.

As we navigate this journey together, the focus should remain on how all this transformation fosters better member experiences — that’s the ultimate goal. And I believe with the utmost conviction that strategic, wellplanned API development is the catalyst for reaching that goal. Let's embrace this opportunity to lead the industry into a new era of digital excellence.

Meg Collins, Chief Growth Officer, Ideon - Formerly a broker and leader at Benefitfocus, Meg brings her unique perspective to her current role leading sales and marketing at Ideon.

Driven by her firsthand insights into the industry’s outdated data connectivity, her mission is to champion modern, API-powered data exchange for carriers, benefits platforms, and brokers, ultimately driving better outcomes for the most important stakeholder: the member.

Accidental Mentoring

By Steve Clabaugh, CLU, ChFC Kevin was grateful to have found a summer job working the night shift in a factory that manufactured refrigerator components. He was counting on the money earned to cover tuition, books, room and board for the Fall semester. It was especially exciting to learn that, in addition to an hourly wage, the company offered a piece-rate bonus based on the number of units produced per daily shift. When he checked in at 11 p.m. for his first shift, he was ready to learn his job and get to work maximizing the amount of bonus he could achieve.

It turns out that Kevin learned quickly and by his third day on the job was producing at a level well above the company standard. Early the next week, however, he was approached by a couple of his co-workers who were very unhappy with his results. They were used to working at a much slower production pace, and they didn’t want to have his eagerness to achieve strong numbers result in an increased required standard daily average they would have to maintain.

Kevin had to weigh his need to maximize earnings against being accepted by his co-workers. In the end he decided to ignore their complaints and did his best to make the money he needed for college.

Whether he realized it or not, Kevin’s was responding to the Accidental Mentoring from his more experienced co-workers. Years later as a very successful businessman, he remembered that experience as one that helped him determine not to be like those who were mentoring him.

Wikipedia offers a good comprehensive definition of mentoring. “Mentorship is the patronage, influence, guidance, or direction given by a mentor. A mentor is someone who teaches or gives help and advice to a less experienced and often younger person. In an organizational setting, a mentor influences the personal and professional growth of a mentee.”

In the sense that we all are influenced by those we work with, and we influence others who work with us, we are all both mentees and mentors.

Accidental mentoring is a form of informal mentoring and is present in every organization of any size and type. It typically doesn’t get much attention – but it should, because it can be a source of poor production, conflict and employee turnover.

Conversely, it can also be a cause and provide evidence of a growing positive culture in a team or an entire organization.

Accidental mentoring takes place when employees observe the accepted attitudes, behavior and performance of more experienced employees and allow it to impact their attitudes and productivity.

When the example set by a particular employee (or group of employees) is that of minimal productivity, shirking responsibility or constantly complaining about peers and managers – it can ruin a new employee’s career and damage the company’s profitability and growth. When the example is that of enjoying positive relationships with peers and managers; taking pride in high quality productivity and taking responsibility for one’s actions and results – it can be a leading source of ongoing improvement in profitability and growth.

One of the primary causes of negative accidental mentorship can be traced to the attitudes and behaviors of specific individuals or groups. Their harmful attitudes may be the result of real or perceived slights and mistreatment by peers or managers. They can also result from issues impacting the person’s life outside the company environment. The primary causes of positive accidental mentorship are just the opposite. Experienced employees who feel they are valued members of the organization (team) and that they have been consistently treated fairly and well can create ongoing goodwill among existing and new associates.

The existence of accidental mentoring is a powerful reason for practicing relational leadership. Really knowing and caring about the people on the team can have the dual effect of inspiring feelings of goodwill among associates, as well as quickly identifying those who have issues that can breed negativity. Steps should be taken quickly to understand and address troubled associates’ concerns. Equally important, if the individual(s) at the source of negativity are unwilling to respond to meaningful support and correction, steps should be taken to remove that individual or group from the team.

RELATIONAL LEADERSHIP EXPERIENCE Can it Help Your Employer Clients?

Your employer clients are facing new and different challenges in today’s business environment including: Remote Work - Returning to Office Diversity - Equity - Inclusion Geopolitical Uncertainty - Cultural Conflicts The timeless principles of Relational Leadership can help your employer clients navigate these issues as they grow and prosper their business.

Relational Leadership Experience helps your clients: Create and build high-performance teams Select and train the right employees Implement effective mentoring Develop positive conflict management Determine and implement the best outcomes Achieve ongoing growth and success In-person, online and combination programs available to meet the needs of your employer clients.

To learn more about Relational Leadership Experience Contact:

Steve Clabaugh, CLU, ChFC at sjcsr@hotmail.com or 910-977-5934

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