We all know that selling voluntary benefits is amulti-step process. Carriers have to sell their products tobrokers, who then have to sell to employers and ultimately theemployees. It's this last step that is often not given enoughattention, but until an employee buys something, none of theselling before that makes any difference. Understanding whatemployees need in terms of insurance coverage is important toachieving good enrollment results. Too often, we design ourenrollment approach around what we are comfortable with, or we arereluctant to tell an employer that their preferred method ofenrollment is not going to work for many voluntary benefits. In both ofthese situations, we are not focused on the end-buyer.

Let's put it in the context of a different setting — theautomobile industry. Say you're looking to look to buy a newcar.

Scenario 1: The first dealership doesn't allowtest drives because it interrupts the day. Instead, you are given abrochure and asked to contact someone if you're interested inpurchasing a car.

Scenario 2: At the second dealership, thesalesperson says he prefers small cars, so that's all he shows you.However, you have four kids and need more room.

Both scenarios are ridiculous, but not far from what we do whenwe let our own comfort level or the employer's initial preferencecompletely dominate the enrollment approach.

Consider two common enrollment methods used in the voluntary market — paperenrollment kits that the employee completes and returns (usually toHR) and an Internet-based enrollment. As indicated (left), employeesatisfaction is much lower when they are left on their own tocomplete paper enrollment forms.

Before your next enrollment evaluate whether the methods you areconsidering will address employee needs for a quality enrollmentprocess. If not, it may be time to try something new.