Voluntary benefit enrollment is often characterized as an event.We've all seen (and probably created) publicity related to openenrollment periods; invitations to meet with benefit counselors andsimilar event-based notices. Posters are placed in common areas andtable tents festoon conference tables and lunchrooms. Companywebsites and emails announce enrollment time.

This campaign support provides reminders intended to promptemployees to enroll, but it's not the best way to build employeeengagement. It does little to promote understanding of the value ofthe employer's benefit program. If the employer's goal in offeringbenefits 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 plannedand executed as one element of an ongoing campaign ofcommunications. This begins with our discussion about benefitcommunications with employers. We need to make sure employersunderstand that success in meeting their goals for benefits meansmaking sure employees understand the value of those benefitsthroughout the year.

Employees need to be reminded they have benefit-related optionswhen a life event happens. Specific benefits need to be describedin terms that relate to an employee's personal situation. And weneed to reassure employers that helping manage benefitscommunication is one of the services we provide them, so they seeit as adding value. We will support them on a consultative basis tohelp design the best benefit program for their people, help theirassociates keep their benefit choices up to date, and help peoplemake the right choices.

In his book, “A Whole New Mind,” Dan Pink writes that the 20thcentury represents an era dominated by left brain thinking, whilethe 21st century is dominated by the right brain. As we createyear-long campaign to make benefits relevant to customers, we needto think in terms of facts, statistics and expert opinions thatappeal to the employees' left brain, as well as the analogies,personal experiences and examples that will be more relevant to theright.

In essence, the left brain is analytical, and concerned with thefinancial aspects of our products, while the right brain isconcerned about family security and doing the right thing. Bothsides are involved in a purchase decision, and the more we canconnect in both areas, the more likely employees will besatisfied.

In a recent study, consultants at LIMRA interviewed employeesand focus groups to examine how employees evaluate optionalinsurance coverages, specifically short-term disability andcritical illness. They found insurers need to use a variety offrequent and omni-channel communication methods to illustrate theneed for these products and increase awareness through testimonialmessages, analytical decision-making tools and multiple levels ofeducational resource detail. During enrollment, personal contact,whether in-person meetings or telephone and chat contacts, ishighly preferred by many employees.

Simply putting benefits onto a web page is not going to resultin employee satisfaction with the enrollment experience, and willnot deliver the value employers deserve. We must position ourselvesas year-round communications experts, helping employers andemployees find more value in their benefit plans.