Today’s benefits consumers have high expectations about howthey’ll engage with their benefits provider, based onpurchasing experiences they have with top retailers. They want tobe able to talk, type, text, and tweet their questions, concerns,answers, and reviews. And they demand not only high-qualityproducts, but also accessible information and support at the clickof a button.

At the same time, the overall benefits landscape is alsochanging: from health plan consolidation and foreign entrants intothe U.S. marketplace, to a shift in benefits spending betweenemployers and employees.

Luckily, advances in technology expand the traditionalone-to-one benefits enrollment in ways noone even imagined just a decade ago. From decision-support tools toactive enrollment capabilities, you have the opportunity to stayrelevant in this fast-changing market and make enrollment moresimple, modern, and personal than ever before.

Envisioning the future of workplace benefits can be difficult,with progress coming quickly to some areas, in fits-and-starts toothers, and not at all in some. That future may very well includeintegrated HR, benefits, compliance, and payroll systems. For many,this nirvana sounds like a dream come true.

But it won’t come without bumpy transitions. Benefits providersand marketers need to take steps now to prepare themselves for thisfuture. Some providers are partnering with high-tech startups toimprove the enrollment and benefits communication process. Someremain committed to one-to-one counseling to help employees makethe right decisions.

Some are doing both. But only by understanding key changes toemployee demographics and demands can we develop and understand newbest practices inenrollment.

Changing employee demographics

U.S. businesses are changing by the day, especially in age andethnicity.

America’s businesses now include as many as four generations,with millennials now comprising the largest group, and thatrequires you to employ a variety of tools to communicate andeducate. Employees can find most forms of enrollment support to behelpful, including personalized pre-enrollment information,one-to-one sessions, group meetings, online decision-making tools,and ongoing education after enrollment.

You need to be able to communicate effectively about benefitswith multiple generations over a variety of high-tech andhigh-touch platforms. Make sure your benefits provider can speakold-school and new-school.

The minority population across the country is also booming — andwill continue to do so. By 2060, the U.S. Census Bureau estimatesthere will be more than 110 million people who consider themselvesHispanic, black, or Asian.

Changing employee demands

America’s workers want benefits that are customized for theirage and circumstances. They want a greater variety of benefits.They want to be engaged how, when, and where they choose. Andthey’re not easily satisfied, but they are willing to help pay aslong as they get more choice.

Nearly universally, America’s workers say that understandingtheir benefits is important. But we’re missing the mark, as fewerthan 60 percent of employees say they understand their benefitswell. Seven percent say they don’t understand them at all.

Work with your clients to improve employee education by ensuringthey have a variety of communications tools and enough time toreview and understand them. The number of employers providing anenrollment period of at least three weeks declined from 2009 (55percent of employers) to 2012 (47 percent).

But the extra time can make a huge difference, according to the2014 Colonial Life Employee Education and Enrollment survey. Itfound employees were more satisfied with their benefits educationand overall benefits package when given more time.

Developing new best practices

Changes in employee demographics and employee demands continueto impact the way benefits providers, marketers, and professionalswill conduct business. It forces us to develop new best practicesas we go. Here are my four suggestions:

1. Focus on maximizing the health of your clients’ benefits andwellness plans through a life cycle approach;

2. Provide your clients with tools that engage employees;

3. Provide access to platforms that allow employees to engage how,when, and where for benefits education and enrollment;

4. Provide administrative capabilities that maximize value to theorganization’s talent management professionals.

Following these best practices can help guide tomorrow’s leadingbenefits marketers because they’re not focused on particularplatforms or services or hot “apps.” Instead, they are focused onproviding the best value and service to America’s workers and theiremployers.