Open-enrollment season is marked by both anticipation and anxiety. The annual process of
As someone who has worked closely with organizations to re-engage teams and rebuild trust, I know that the right approach to benefits communication can transform open enrollment
The stakes are higher than ever, with
Yet, too often, open enrollment is treated as a transactional event: a flurry of emails, a stack of plan documents and hope that employees will make good choices. This approach misses the mark. Research shows that when employees are confused or disengaged during open enrollment, they are more likely to make suboptimal choices or worse, disengage from the process altogether. That's a missed opportunity for both employers and their people.
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Benefits are not one-size-fits-all. The most effective programs are those that recognize the diversity of employee needs and empower people to choose what's right for them. Employers should break down benefits into meaningful categories such as family well-being, financial wellness, career development and mental health. By framing options in terms that resonate with employees' real lives, organizations can help people see the value in their choices.
Personalization goes beyond plan design. It's about understanding the unique circumstances of each employee and providing guidance that meets them where they are. For example, a new parent may prioritize family health coverage, while a recent graduate might be more interested in student loan assistance or professional development. Advisers can help clients map out these categories and develop communication materials that speak directly to different employee segments.
Managers are the bridge between HR and the front lines, often being the first point of contact when employees have questions or concerns about their benefits. Yet, many managers feel ill-equipped to have these conversations. Equipping managers with the details and insights they need to champion benefits programs, answer questions and address concerns is essential. When managers become advocates, they personalize the experience for their teams, helping employees feel seen and supported.
Advisers can offer training workshops or toolkits to help managers step confidently into this role. Hosting manager-specific briefings or creating quick-reference guides empowers managers to answer common questions and direct employees to additional resources. When managers are engaged and informed, they can help demystify the process and build trust that spreads across the organization.
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Providing multiple communication channels
No two employees access information the same way. A centralized benefits hub is essential, but it's just the start. Employers should use a mix of communication channels including short-form videos, interactive presentations, live Q&A sessions and even text message reminders to make benefits information accessible and engaging. The more touchpoints, the greater the chance employees will find the answers they need on their own terms.
It's also important to consider accessibility and inclusivity. Are materials available in multiple languages? Are they easy to understand for employees at all literacy levels? The goal is to remove barriers and make it as easy as possible for employees to engage with their benefits.
Technology is a game-changer for benefits. From AI-driven suggestion engines to data analytics, employers can now tailor recommendations to individual preferences and life stages. Advisers can help clients explore platforms that go beyond static plan documents, offering dynamic, personalized guidance that empowers employees to make choices with confidence.
For example, some platforms use data from previous elections, life events and even health risk assessments to suggest the most relevant benefits for each employee. Others offer interactive decision support tools that walk employees through their options step by step. By leveraging technology, employers can provide a more personalized and supportive experience without overwhelming their HR teams.
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This year, personalization and flexibility are top of mind. Employees expect benefits that reflect their evolving needs, whether that's mental health support, financial planning tools or career development resources. Advisers should encourage clients to listen actively to employee feedback and adapt offerings accordingly.
The most successful organizations are those that treat open enrollment not as a checkbox, but as a chance to strengthen connection, trust and belonging. Mental health, in particular, remains a critical focus — especially with
Financial wellness is also rising in importance, as
Winning back employee engagement (and keeping it) requires ongoing, personalized connection. By listening, adapting and recognizing unique contributions, organizations can build a culture where benefits are more than just paperwork but a powerful tool for engagement and retention.
As brokers and advisers, you have the expertise to guide clients through this process. By championing personalization, manager advocacy, diverse communication and technology, you can help employers turn open enrollment into a moment of real impact; one that strengthens relationships, builds trust and sets the stage for a more engaged, resilient workforce.
