 There are two main objectives to achieve when marketing worksite insurance programs:

Your Strategic Partner! #1 Placing the best carrier product for your specific client (Remember, just because you see one or two carriers on television all the time does not always mean they are the best fit…it just means they have a big marketing budget! #2 Maximum participation ( To ensure that all gaps are filled where traditional health insurance stops, employees have the income protection that they need and for the employer to realize value for expanding their benefits package)

 Traditional channels include print material such as brochures, newsletters, and handouts. These channels also include electronic material such as e- mail, and content on a website (usually an intranet or members-only secure site)  We assist with customizing innovative, new marketing techniques to communicate the benefits’ value to the potential participants.

 This is a time of growing innovation for Worksite benefits. Benefits which were long treated as secondary to Core plans are now seen as an integral part of a comprehensive benefits program and central to accomplishing the key goals of attracting & retaining employees. At the same time, new products and vendors are entering the market.  Employers see opportunities to include Worksite benefits in their program but also face challenges when adding these benefits.

 Companies are continuing to look for opportunities to offer benefits to their employees in ways that are most effective & efficient for both the employees and the company. Worksite benefits answer these needs. ◦ Worksite benefits help fill gaps in the employer’s benefits program. ◦ Employees look at their life needs and identify which of these needs are not being met through the company’s program. Then they can tailor their Worksite benefits coverage to fit these needs. ◦ Employers select from the Worksite benefits suite of product and can offer their employees choices from a broad menu of attractive plans with payroll convenience, group rates & portability.

 Here are some common examples of how Worksite benefits help fill the gaps in employer programs. ◦ Critical Illness and/or Gap coverage protects income by supplementing health plans to pay for health care and other expenses. ◦ Limited Medical plans can help employer groups and employees that can no longer afford major medical insurance. In the face of recession, many employers responded by limiting benefits budgets and reducing company contributions to both health & retirement plans. Worksite benefits will continue to be an attractive alternative where employee needs can be addressed without direct cost to the employer.

 Benefits communications must stand out. They must be visible and easily understood.  Employees receive an overwhelming number of messages and through a variety of communication media – both in the workplace and at home. It’s hard to get people’s attention.  Employers may resist sending additional messages – like Worksite benefits announcements – to their employees which they fear could result in confusion, inertia and lack of appreciation of the entire benefits program.

 The enrollment process is a primary concern for employers when considering and implementing Worksite benefits.  Employers wonder whether there may be adverse employee reaction to enrollment, and whether this will reflect negatively on the employer and its total benefits program.  Employers want employees to focus on their jobs; there is potential for employee distraction and confusion whenever a new benefits plan is introduced.

 Adding a new benefits plan places additional demand on a company’s HR and payroll resources which are already stretched thin.  Adding an additional payroll deduction, even in a well structured payroll environment, is another task that must be managed, even when it’s well supported by the benefits advisor and product provider.

 Benefits Directors develop a benefits strategy based on their company’s philosophy and goals. Here are the steps that they follow: ◦ A 3 to 5 year strategic plan. ◦ A regular process for managing their benefits program. ◦ Periodic review and modification of the strategic plan and benefits program ◦ Changes made pursuant to the strategic plan.

 How do Worksite benefits fit into the employer’s benefits strategy?  Worksite benefits must be part of the overall benefits program and the employer’s strategic plan, coordinated with: ◦ Employer subsidized benefits, and ◦ Other fully contributory benefits.

1.Partner with the Employer – as a trusted advisor to the Benefits Director. 2.Help develop and review the employer’s strategic plan 3.Recognize the employer’s key concerns and proactively address them. 4.Present Workplace benefits as part of the total benefits program. 5.Anticipate the employer’s questions and be ready with solutions.

 The Benefits Director and the advisor must be strategic partners. An effective advisor is part of the process and the solution.  A trusted advisor understands the business of their client and becomes integral to the client’s benefits management process, staying in touch with what matters to the company – its industry, products, and customers.  If you’re in regular contact with your client, you’ll know what their priorities are and you’ll be able to bring solutions to the table even before they’re asked for.

 A trusted advisor works with employers as they identify their goals and develop their strategic benefits plan, and is available as they review & modify it. Know where the employer is headed.  You bring your expertise to their process. You help them look at their overall program, helping them reach their goals & initiatives.  You’re knowledgeable about the impact current business conditions have on employees & benefits.  You know how Worksite benefits can provide solutions to the challenges of the changing benefits landscape.

 Concern: Contributions and Compensation ◦ Understand the employer’s compensation philosophy and how that impacts their views on contributory employee benefits. A Worksite benefits menu enables employees to customize their own benefits coverage, applying their limited contribution budget where it’s most needed.  Concern: Communication ◦ Communication must be consistent with the company culture.  Know the company style.  Know their voice.  Know how employees receive information.

 Concern: Enrollment Process ◦ Remember, employers are very concerned about the enrollment process. A good partner will be extremely flexible in their response. Although one-on-one meetings may be a vendor’s preferred approach, this may not be consistent with the employer’s past practice or culture. They may be more comfortable with “all Hands” employee meetings, small group sessions. Lunch & learn venues, or even printed offer brochures. The important step is to make the benefits available, not whether any particular enrollment method is utilized.  Concern: Administration ◦ Don’t forget about payroll … Minimize the complexity of introducing a new payroll slot for deductions.

 Concern: Scheduling New Benefits Introductions ◦ Work with the employer to determine the best timing for the company and the employees to offer new Worksite benefits. It may be preferable to the employer to include Worksite benefits with their annual Open Enrollment cycle. Or they may want to offer these benefits to their employees “off cycle”. Each alternative has pros & cons, and the Benefits Director will look for your input.

 You need to present Worksite benefits as part of the employer’s total benefits program. Make sure the Worksite benefits: ◦ Are enhancements that will be appreciated by employees ◦ Complement the existing benefits plans ◦ Are appropriate to the employer’s workforce – addressing the needs of the particular demographics … age, gender, & family status. ◦ For collectively bargained groups, are understood & valued by the union and its leadership. ◦ Are consistent with the employer’s 3 to 5 year benefits program  Remember:It may be appropriate to start by introducing one or two Worksite benefits in the early of the strategic plan

 It’s critical that you anticipate the employer’s questions and be ready with your answers. Here are some questions you may be asked: ◦ Which Worksite benefits are appropriate to my workforce? ◦ What is the best time & recommended method to introduce the new plans? ◦ How can I coordinate the new plans with my existing program? ◦ How will these benefits address my employee’s health & financial needs?  How do you answer these employer questions? The answers will differ depending on the employer’s business & employees. Recognize that Worksite benefits offer opportunities & pose challenges, and remember that Worksite benefits must be integrated into the employer’s benefits decision process.

 Also be ready to answer questions from employees. Employees look to their employer for information about their benefits. Voluntary Worksite benefits are viewed by the employees as part of their company’s benefits program. The Benefits Director will look to you to help answer the questions or to provide a resource to answer them.

 Just like you should partner with your worksite clients to understand their needs, we will be by your side, to help you enhance your services to your clients. Our turn-key system allows you to have the tools needed to immediately begin marketing worksite products. Depending on your business model, we can offer support & training for the multiple marketing strategies, whether your target be new or existing groups.

 Providing top carrier contracts offers a wider array of products, technology, and enrollment systems to meet every client’s needs. Your Broker Liaisons will be your mentors in Worksite Benefits. Support can include, but not limited to: ◦ Educational services on the various carrier and their products ◦ Employer & Employee presentations as needed via Web-conferences. ◦ Case management & placement ◦ Marketing strategies

Have questions? Please feel free to contact us today… We are here to help! Thank you for your time…