which carrier is best prepared for PPACA

1. Beyond
Obama
Hillary Clinton and
Donald Trump
have very different ideas
about the future of health
care. In 2017, the ACA
will face an uncertain
future under a new
commander-in-chief.
Selling solutions for brokers
INSIDE: Workers’ comp trends for 2017
12 common
open enrollment
mistakes you
should avoid
inside:
Could coaching
cure your wellness
program?
inside
wellness
Answers to
top wellness
questions
Vol. 14, No. 11 | November 2016 | BenefitsPRO.com
BPRO 11.16 cover.indd 2 10/26/16 2:42 PM

2. Meet the bigger, brighter Sun Life. Want to bring more value to your clients?
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City, MO) in all states except New York. Insurance products underwritten by Union Security Insurance Company (USIC) (Kansas City, MO) are administered by Sun Life
Assurance Company of Canada (SLOC) (Wellesley Hills, MA). In New York, group insurance policies are underwritten by Sun Life and Health Insurance Company (U.S.)
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3. What is Craftsmanship?
To be crafted is to meet exacting standards.
It’s the human touch that combines art and science
to create something unique.
We tend to think about craftsmanship in terms
of physical things: fine wine, classic cars, custom
furniture and iconic structures.
But what about crafting workplace benefit solutions
that help your clients provide added security
and financial peace of mind to their employees?
And the expertise and experience you need to
confidently deliver these programs?
For brokers, agents and consultants.
For employers.
For employees.
People who need a particular kind of protection
and service.
The kind that workplace benefits from
Chubb provide.
Not just coverage. Craftsmanship.
Not just insured.
new.chubb.com
© 2016 Chubb. Coverages underwritten by one or more subsidiary
companies. Not all coverages available in all jurisdictions. Chubb®,
its logo, Not just coverage. Craftsmanship. and all its translations,
and Chubb. Insured. are protected trademarks of Chubb.
Combined.indd 1 17/08/16 8:38 PMCombined.indd 1 21/09/16 8:15 PM

4. november 20162
c o n t e n t s BenefitsPro
Magazine
BenefitsPRO™ (ISSN #1942-3551) is published monthly by ALM Media, LLC, 4157 Olympic Blvd Ste. 225, Erlanger, KY 41018-3510. Subscriptions are available by request. Periodical Postage paid at
Covington, KY and additional mailing offices. POSTMASTER: Send address correction to BenefitsPRO™, PO Box 3136, Northbrook, IL 60065. Phone (800)458-1734. Fax (847)763-9587 Email benefitspro@
halldata.com. For change of address include old address as well as new address with both ZIP codes. Allow four to six weeks for change of address to become effective. Please include current mailing
label when writing about your subscription.
Vol. 14, No. 11 November
Copyright © 2016 by ALM Media, LLC. All rights reserved. No part of this magazine may be reproduced in any form without consent.
25
27
Could coaching cure your
wellness program?
By Elizabeth Thompson
30
Your wellness program
questions answered
By Dr. Rajiv Kumar
6
Opening
dialogue
by Paul
Wilson
8
Plot points
by Gil Lowerre
and Bonnie
Brazzell
15
Navigating
retirement
By Christopher
Carosa
16
What works
by Marty
Traynor
32
Paradigm shift
by David
Contorno
40
Action reaction
by Paul
Wilson
Vol. 14
Issue 11
November
2016
17
Technology with a human
touch
by Alan Goforth
20
12 common mistakes you
should avoid during open
enrollment
by Alan Goforth
34
Workers’ comp trends for
2017
38
2016 Reader’s Choice
Awards
When the new
president takes
the oath of office
in January, the
Affordable Care
Act will face its
first test under a
new commander-
in-chief.
By Kim Buckey
Cover illustration by Paul Ryding
cover story:
17
10
20
11.16 TOC.indd 2 10/19/16 12:21 PM

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6. November 20164 BenefitsPRO magazine
Editorial
Editor-In-Chief
Paul Wilson
pwilson@benefitspro.com
Managing Editor
Erin Moriarty-Siler
emoriarty@benefitspro.com
BenefitsPro Managing Editor
Caroline Marwitz
cmarwitz@alm.com
Contributing Writers
Christopher Carosa, David
Contorno, Marty Traynor,
Kevin Trokey, Alan Goforth,
Nathan Solheim, Katie
Kuehner-Hebert, Scott
Wooldridge, Amber Taufen
Group Publisher
Tamara Patterson
tpatterson@benefitspro.com
Advertising Sales
Account Executive
Mariana Rosario-
Gonzalez
mrosario@benefitspro.com
Account Executive
Alicia Robledo
arobledo@benefitspro.com
Marketing
eMarketing Community
Manager
Jamie Snow
jsnow@alm.com
Marketing Manager
Jill Sheckels
jsheckels@alm.com
Design & Production
Design Lead
Joe Schlue
jschlue@alm.com
Client Services Manager
Ashley Craft
acraft@alm.com
Director of Manufacturing
Steve Johnston
sjohnston@alm.com
President/CEO
Bill Carter
President/Finance
and Insurance Groups
Matt Weiner
Chief Content Officer
Molly Miller
Chief Financial Officer
Debra Mason
President, ALM Intelligence
Andrew Neblett
Chief Digital Officer
David Saabye
General Counsel
Dana Rosen
Senior Vice President,
Global Events
John Stuttard
Something to talk about
A new study shows a growing number of companies are giving
employees access to centers of excellence—organizations that have
high quality ratings in specialties such as cardiac or orthopedic
services and infertility. In 2015, just 37 percent of employers gave their
employees access to COEs; in 2016, however, 45 percent did so.
Check out BenefitsPRO.com to find out which employers are turning
to COEs to help contain health care costs.
Comment of the month
“Once again, they cut out the agents who have helped these
people through the process and fail to fix the problem.”
– flinsurance man, “Obama administration to pick ACA plans for displaced customers”
According to recent data
from Aflac, millennials are lost
when it comes to understanding
health insurance. The survey of
1,900 U.S. employees found:
.com
Featured blogs
5 steps to better care
at lower costs for your
sickest employees
By Cindi A. Slater, M.D.
facebook.comBenefitsPRO twitter.comBenefitsPRO BenefitsPRO
Conversation piece
70%
of millennial employees say reading
about their benefits is “long,
complicated or stressful”
1 in 3
feel confused or anxious just thinking
about annual benefits enrollment
60%
say they expect their employer to provide
major medical coverage
3 in 10
would rather give up the internet or
social media for a day than enroll in
benefits
7 in 10
millennials say they waste nearly
$750 due to benefits mistakes made
during open enrollment
Untreated mental
health conditions:
the staggering costs
By Donovan Wong
Health-care costs
ate your pay
raises
By Barry Ritholtz
Why brokers should focus
on communication this
open enrollment season
By Randy Stram
BPRO mast 11.16.indd 4 10/19/16 12:28 PM

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8. november 20166
One way or another, it’s
almost over. It seems wrong
to feel that way about the
culmination of our nation’s
democratic process, but I’m
sure I’m not the only one
who’s ready for the end of
this election cycle.
Clear back in July,
Americans were already
suffering from election
coverage fatigue, evidenced
by a Pew Research study.
At that time, 59 percent of
Americans said they felt
exhausted by the amount of
election coverage.
But fatigue might be the
least of our election-related
problems, at least according
to Dr. Robert Glatter. In
a recent Forbes column,
he asks, “Is the election
making you sick?” After all,
he writes, prolonged stress,
such as that caused by
vitriolic political opinions and
an unrelenting news cycle
fueled by constant news
alerts and tweets, can cause
elevated blood pressure, a
key factor in everything from
strokes and heart attacks to
hypertension.
The solution? “If you
are feeling overwhelmed
by the 24/7 media blitz, it’s
recommended that you unplug
to limit media exposure and
help you decompress,” he
says. Now that’s advice I can
get on board with, even when
it’s not election season.
But it’s one thing to tune
out for a while and take a
deep breath; it’s another to
disconnect completely. And
it seems that a growing
number of Americans
could be doing just that.
A September survey from
Gallup found an increasing
percentage of U.S. adults are
unsure if they’ll even vote
for president this year. Just
69 percent of Americans rate
their chances of voting as a
“10” on a 1-to-10 scale, down
from 76 percent in 2012 and
80 percent in 2008. And the
lag is relatively bipartisan,
which doesn’t say a lot for
either candidate’s popularity,
does it?
Speaking of the
candidates, this month’s
cover story (page 10) takes
a closer look at what our
next president, whoever that
might be, will mean for the
future of health care. And for
more industry insights, check
out page 40, where benefits
professionals take a crack at
predicting how the election’s
outcome could affect our
industry.
In a recent Twitter poll,
we asked readers which
candidate they trust more
when it comes to health
care reform. The majority (53
percent) touted Trump, while
28 percent backed Clinton and
16 percent said they didn’t
trust either.
Based on that, many of you
might not be too happy as I
write this, since momentum
seems to be tilting back in
Clinton’s favor, but if there’s
one thing this election cycle
has taught us, it’s to never
assume anything. Either way,
there’s a silver lining. Say it
with me: It’s almost over.
The home stretch
opening dialogue
by Paul Wilson
“If there’s
one thing this
election cycle
has taught
us, it’s to
never assume
anything.”
WARREN BENOIT
Benoit & Associates
TOM BLOMBERG
BCS Financial
JIM
CHRISTENSON
Allstate
susan combs
Combs & Company
David
Contorno
Lake Norman
Benefits, Inc
Aaron davis
NextLogical Benefit
Strategies
Jani De La Rosa
Heffernan
Insurance Brokers
CARROLL FADAL
Texas Life
brian
latkowski
New Benefits
BOB MORHAUSER
National Guardian
Life Insurance
Group
Mark
Parabicoli
ARAG Legal
BRIAN
ROBERTSON
Fringe Benefit
Group
Brandon
Scarborough
Power Group Cos.
advisory
board
11.16 opening dialogue.indd 6 19/10/16 12:44 PM

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10. November 20168 BenefitsPRO magazine
A recent Eastbridge survey
of employers found that the
use of private exchanges
continues to be minimal
among all size categories
and that a positive correla-
tion remains between use and
employer size (with use increas-
ing as employer size increases).
Many times, it is the broker who
influences these employers to
adopt the exchange model, and
to offer more options to their
employees or to move to a defined
contribution approach.
Since brokers are often the
ones suggesting an exchange
for their clients, it makes sense
that most employers (74 per-
cent) continue to use a broker
for their employee benefits
after implementing a private
exchange. Only 19 percent of
the employers no longer utilize
broker services.
While use has been low, em-
ployers that have implemented
an exchange believe their
employees’ experience with the
private exchange has been
positive. Forty percent indi-
cated the experience was
not only positive, but easier
than previous enrollments,
and 52 percent said it was
positive, but not signifi-
cantly different from previous
enrollments.
The survey also pointed to fu-
ture interest by employers in pri-
vate exchanges. Over one-quarter
of the employers that are not us-
ing a private exchange today are
open to using this concept in the
future, and another one-quarter
are still undecided.
Whether or not to offer a pri-
vate exchange is a decision that
should be based on many fac-
tors. Nonetheless, it is important
for brokers to at least consider
broaching the subject with em-
ployer clients—or risk the chance
that some other broker will. The
fact that most employers rate
the exchange process positively
should provide comfort to those
considering this approach to
benefits.
“Only 19
percent of
employers
no longer
utilize
broker
services.”
Gil Lowerre
and Bonnie
Brazzell,
Eastbridge
Consulting
Group, Inc.
Private exchange use low, but positive
plot points
By Gil Lowerre and
Bonnie Brazzell
Broker Usage Since
Implementing a
Private Exchange
7%
74%
19%
No longer
using brokers
Still using brokers
Never used a broker
Openness to Using Private Exchanges For Benefits Employee Experience with Private Exchange
Open for core and
voluntary
Core only
Voluntary only
Not interested in
or open to PEX
Don’t know
22%
5%
4%
40%
28%
Very positive and easier
than previous enrollments
Postive, but not that different
than previous enrollments
Negative, more difficult
for EES to enroll
Don’t know
52%
40%
2%
6%
Plot points 11.16.indd 8 10/19/16 12:30 PM

11. APS-2704
AmericanPublic.indd 1 15/10/16 2:10 AM

12. November 201610 BenefitsPRO magazine
Beyond
Obama➥
11.16 cover story.indd 10 19/10/16 12:48 PM

13. BenefitsPRO.com November 2016 11
When the 45th
president of the
United States takes the oath of office
on January 20, 2017, the Affordable
Care Act will face its first test under a
new commander-in-chief.
By Kim Buckey
The ACA Under
Clinton
Trump
or
Illustrations by Paul Ryding
11.16 cover story.indd 11 10/19/16 12:58 PM

14. November 201612 BenefitsPRO magazine
Democratic presidential
nominee Hillary Clinton
and Republican presi-
dential nominee Donald
Trump have very differ-
ent approaches to the
future of health care
reform, with Clinton
promising to “protect”
the ACA, and Trump
calling for a full repeal.
The truth for both
sides is somewhere
in between. Whether
the executive branch
remains blue or turns
red, the ACA will have
had nearly seven years
to mature since it was
signed into law. A full
repeal is not realistic for
many reasons—perhaps
the most obvious being
that several provisions
are popular with both
employers and the pub-
lic and enjoy bipartisan
support.
And while each candi-
date has a vision for the
future of health care,
the fate of that vision
and of the ACA itself
will depend heavily on
the partisan makeup of
Congress.
While Trump’s promise to repeal the ACA and replace it with “something ter-
rific” is not realistic, replacing significant pieces is possible if Trump is elected
and the House and Senate remain under Republican control. Trump’s health
care plan falls into three buckets:
The ACA Under
Trump
1. More choice, lower
costs, greater flexibil-
ity — Expand access
to health spending
accounts to inspire
movement toward
consumer-directed
health plans (CDHPs).
This also supports
greater health insur-
ance portability, which
includes subsidies for
purchase of health
insurance, private
exchange options, a
repeal of the individual
and employee man-
dates and a change to
the definition of a full-
time employee.
A major point to
consider is the tax
treatment of employer-
sponsored insurance.
Currently, the value of
benefits is excluded
from income. Trump
is calling for a cap
on this exclusion as
an alternative to the
Cadillac Tax (which he
says he’ll repeal). This
also supports insurers
operating across state
lines and pooling for
small businesses.
2. Protecting and
strengthening cover-
age options for all
Americans —
Supports insurance
market reform, includ-
ing many provisions
already established in
the ACA, such as no
pre-existing condition
exclusions, allowing
children on parents’
plan through age 26,
no lifetime limita-
tions on coverage, no
rescissions, guaran-
teed renewability and
continuing coverage
protections.
This supports ad-
ditional state funding
for high-risk pools
and a one-time open
enrollment, which,
as long as consumers
maintain continu-
ous health insurance
coverage throughout
their lives, would
prohibit an insurer
from re-rating its plan
based on medical
condition.
3. Protecting Medicare
and Medicaid for
future generations
— Advocates mod-
ernizing a premium
support model for
Medicare that would
guarantee every
enrollee an income-
adjusted contribution
toward a plan of their
choice, with cata-
strophic protection.
This also imposes no
changes for persons
55 or older.
Beyond Obama
“This legislation ... has
resulted in runaway costs,
websites that don’t work,
greater rationing of care,
higher premiums, less
competition
and fewer
choices.”
11.16 cover story.indd 12 10/19/16 12:58 PM

15. BenefitsPRO.com November 2016 13
The ACA Under
ClintonThere are five key elements of Clinton’s health care plan that support employer-sponsored insurance (ESI) and
do not support a single-payer system, a solution her opponent in the primaries, Bernie Sanders, made a central
part of his campaign.
1. Expand access
— Proposes a
government plan
option for cov-
erage on each
state’s public
exchange, which
would compete
against commer-
cial plans. Also
wants to allow
individuals to opt
into Medicare
at age 55 and
expand primary
care funding at
federally qualified
health centers
from $20 million
to $40 million.
2. “Protect” the
ACA — Op-
poses any efforts
to cut back or
repeal the ACA.
To offset rising
premiums on the
public exchange,
suggests sub-
sidy increases.
Would work with
governors in the
19 states who
have not taken
up ACA Medic-
aid expansion
to change their
minds.
3. Control health
care costs — Be-
lieves that work-
ers should share
in the slower
growth of na-
tional health care
spending through
lower premiums,
deductibles and
copays, but seeks
to limit out-of-
pocket costs
for the insured
and to enhance
government au-
thority to reject
“excessive” pre-
mium increases.
4. Reduce
prescription
drug costs —
Suggests limits
on out-of-pocket
costs for prescrip-
tion drugs, spe-
cifically through
government
programs like
the exchanges,
Medicare and
Medicaid.
5. Support “value”
in health care
— Supports
initiatives to
promote value-
driven health
care programs
established by
President Obama,
including the
Medicare Access
and CHIP Reau-
thorization Act
of 2015 (MA-
CRA), the Center
for Medicare &
Medicaid Innova-
tion (CMMI) and
accountable care
organizations
(ACOs).
“As we see more
consolidation in
health care, among
both providers
and insurers, I’m
worried that the
balance of power
is moving too
far away from
consumers.”
11.16 cover story.indd 13 10/19/16 12:59 PM

16. November 201614 BenefitsPRO magazine
Uncertainty
puts benefits
communication at
forefront
Potential revisions
to the ACA, whether
they are incremental
or substantial, will
require strategic,
thoughtful benefits
communications to
prepare plan partici-
pants for the impact
on their plans and,
ultimately, on them
and their families.
We already know
from multiple studies
and surveys that plan
participants do not
have a good grasp of
how health insurance
works and, in fact,
don’t think about their
coverage until they
actually have to use
it. Anything brokers
and their clients can
do to provide context
for potential plan
design changes will
go a long way toward
increasing acceptance
and understanding of
those changes when
the time comes.
Whether Clinton or
Trump is elected, com-
panies that employ or
outsource knowledge-
able benefits commu-
nication expertise will
be better equipped to
navigate changes to
the ACA and have the
best chance of engag-
ing and retaining a
productive workforce.
The political
and economic
backlash
from
suddenly
ending
health care
coverage for
an estimated
20 million
Americans
would be
too great for
full repeal to
truly be an
option.
Beyond Obama
ESI future
looks bright
With neither candidate
proposing a viable
replacement, the future
of employer-based in-
surance is strong. The
timeline for a transi-
tion to a single-payer
system (or Trump’s pro-
posal of portable and
non-employer binding
coverage) is likely de-
cades rather than years
away, and employers
will be reluctant to
eliminate any program
that will give them an
edge in recruiting and
retaining talent. Con-
gress and the current
administration also see
the value in ESI, a per-
spective which contrib-
uted to postponement
of the Cadillac Tax to
2020. Clearly, the gov-
ernment does not want
to push employers into
decreasing or dropping
coverage entirely.
That said, the ESI
market will continue
to evolve from both a
product and service
perspective in response
to employer and
employee needs and
changing regulations.
Full repeal is
not an option
The political and economic
backlash from suddenly
ending health care coverage
for an estimated 20 million
Americans would be too great
for full repeal to truly be an
option.
Insurers have invested mil-
lions of dollars in systems to
support ACA environments
and would incur additional
costs to retool or replace what
they’ve put in place. Employ-
ers would face similar chal-
lenges, nullifying in-house
and consulting investments to
comply with new, revised or
disbanded ACA provisions.
While many of Trump’s pro-
visions are similar to what is
already included in the ACA,
there are operational differ-
ences that rely on a principle
of conservative governance.
As an example, while ACA
subsidies increase as premi-
ums increase, Trump’s plan
calls for subsidies to remain
flat, encouraging competi-
tion as a way to drive down
premiums and make insur-
ance more affordable. Promot-
ing private exchange options
in addition to the public
exchange could, in the spirit
of competition, bring down
prices. Neither of those out-
comes will occur, of course,
unless changes are made that
bring insurers back into the
marketplace, after the exodus
we’ve seen in past months.
A recurrence of the full-
blown ACA debate of 2009-
2010 is not realistic. Instead,
new health care legislation
will emerge in the context
of incremental changes that
might even contain some ele-
ments of bipartisanship.
11.16 cover story.indd 14 10/19/16 1:00 PM

17. BenefitsPRO.com november 2016 15
It’s been 10 years since we saw
a rare convergence of the indus-
try, regulations, and academ-
ics with the signing of the
Pension Protection Act (PPA)
in 2016. Among the gems
included in this legislation is
the encouragement of the use of
auto-enrollment. This “nudge” con-
cept, advocated in part by strong
academic studies, shifts the default
from opting-in to opting-out. This
takes advantage of the native
decision-making inertia all too often
exhibited by humans—that is, not
making a decision.
The fruits of this reframing have
been borne out by increased partici-
pation rates. According to the U.S.
Bureau of Labor Statistics, signifi-
cantly more employees participate
in 401(k) plans with auto-enrollment
versus those that participate in
401(k) plans without auto-enroll-
ment. This outcome matches the
intention of the 2016 PPA.
Perhaps “matches” wasn’t the
best word to use. Theorists feared
auto-enrollment would remove
the need for companies to offer a
matching incentive to employees.
Indeed, based on the mean data,
this appears to be the case. The
mean maximum match of 3.5 per-
cent for plans without auto-enroll-
ment is nearly 10 percent higher
than the mean maximum match
for plans without auto-enrollment.
By itself, this fact is merely triv-
ia. The important thing, though, is
the reaction of employees. It turns
out matching incentives work. A
larger percentage of employees
max out on their company match-
ing in 401(k) plans without auto-
enrollment than do in plans with
auto-enrollment.
The quick interpretation of
these figures is that, while
employees in auto-enrollment
plans may, in general, be bet-
ter off, those who participate
in plans without auto-enroll-
ment may have a better sav-
ings strategy. In other words,
although auto-enrollment
brings more people into the plan,
higher matching incentives lead
to greater savings rates among
participants in plans without
auto-enrollment.
Which brings us to the bottom-
line: It’s the savings strategy that
matters, not just the simple act of
saving. Auto-enrollment succeeds
because it removes decision pa-
ralysis from the equation. It does
this by creating a new inertia.
In auto-enrollment, no decision
means doing the right thing (i.e.,
saving for retirement).
Here’s the problem: This new
inertia of default investing has a
downside. Because it removes the
need to make decisions, it also
removes the necessary delibera-
tion required when making deci-
sions. Employees are too tempted
to leave everything on autopilot.
That’s fine when you’re midflight
and the course is already set; it
becomes an issue when unantici-
pated winds cause you to veer off
course—and let’s not even talk
about takeoff and landing.
Getting started in a 401(k) is
not a strategic decision, but it is a
critical first step. Auto-enrollment
has proven to be an effective
nudge for this. Beyond that first
step, employees need a savings
strategy, even when auto-escala-
tion is used. That decision cannot
be delegated or nudged.
Make sure your savings strat-
egy isn’t a turkey.
“It’s the
savings
strategy that
matters,
not just the
simple act of
saving.”
Christopher
Carosa,
CTFA,
is chief
contributing
editor for
Fiduciary
News.com
and author
of the
new book,
“401(k)
Fiduciary
Solutions.”
Is your retirement strategy a turkey?
navigating retirement
By Christopher Carosa
67% vs. 77%
Participation rate in
401(k) plans without
auto-enrollment versus
those with auto-
enrollment.*
72% vs. 65%
Company match
rates in 401(k) plans
without auto-enrollment
versus those with auto-
enrollment.*
*Source: U.S. Bureau of Labor
Statistics: “Automatic enrollment
employee match rates and
employee compensation in
401(k) plans,” Monthly Labor
Review, May, 28, 2015
3.5% vs. 3.2%
Mean maximum match
incentive in 401(k) plans
without auto-enrollment
versus those with auto-
enrollment.*
nav ret 11.16.indd 15 10/19/16 1:02 PM

18. November 201616 BenefitsPRO magazine
A couple of months ago, I fi-
nally read “The Big Short: Inside
the Doomsday Machine” by Mi-
chael Lewis. The book delves
into the 2008 financial crisis,
which was fueled by ethical
failures on many fronts. While
both the book and the subse-
quent movie may not be perfect,
they provide an interesting look at
the role of integrity in business.
As I contemplated the ethical
lapses described in the book, more
examples appeared in the news.
Let’s consider some of these events.
Recent news of yet another major
bank scandal (and the corporate and
personal income that goes along with
it) has called attention to business
ethics yet again. While unethical
behavior seems to be perpetrated
by those who think of themselves as
“good people,” the bank’s leadership
seems to be tone deaf when it comes
to the results their actions have on the
rest of us. Their excuse is that cross-
selling is part of their culture, but they
never intended to incentivize falsifying
accounts. Meanwhile, the company
officials responsible for creating the
culture cite misinterpretation of their
customer-centered goals by some
misguided associates.
And then there is the EpiPen pric-
ing controversy, yet another exam-
ple of companies taking advantage
of both customers and a medical
insurance system that masked the
price increases on the product until
they finally hit a level that got the
attention of the masses.
What about our business, and spe-
cifically voluntary benefits? Are we
treating customers in the way they
deserve? Do we get credit for doing
things right for our customers, or are
we incented to take advantage of the
employees, treating them in a way
that maximizes income and profits for
us in place of maximizing value for
them?
A recent email sent to me
by a broker/advisor illustrates
the value of integrity in action.
Pamela Whitfield was prompt-
ed by a previous column to
share her story with me. She
moved from Washington state to
Anchorage, Alaska, and has built
a very successful voluntary practice
in a short period of time (last year
increasing voluntary sales to over $2
million). Pamela attributes her success
to “doing the right thing day in and
day out.” The very first account she
enrolled had a poor experience with
another company, including heavy-
handed overselling of employees.
One individual was paying $578 a
month for voluntary coverage, includ-
ing some coverage that duplicated
employer-paid benefits. She “unsold”
unnecessary voluntary plans as ap-
propriate, taking the ethical approach
rather than taking advantage of the
income she could have had from
continuing the overselling process.
Pamela’s advice to employee benefit
agency owners is to build success
based on “the standards they set for
their organization.” She created her
business in a market where she had
virtually no contacts, but she had a vi-
sion for success and combined it with
“a commitment to provide this market
with the honesty and service-focused
team that they would be proud to
work with.”
Pamela’s story tells us that building
a winning voluntary benefit practice
does not require overselling, misrep-
resenting, or corner cutting. Winning
with employer and employee custom-
ers comes down to doing things right
by always acting with integrity. That’s
the key to happy customers who stay
with us, tell their friends, and ulti-
mately create value for all.
“What are
the odds that
people will
make smart
decisions
about money
if they don’t
need to
make smart
decisions—
if they can
get rich
making dumb
decisions? The
incentives
on Wall
Street were
all wrong;
they’re still all
wrong.”
— Michael Lewis, “The Big
Short: Inside the Doomsday
Machine”
Integrity still matters
What works
By Marty Traynor
Marty
Traynor
is vice
president
voluntary
benefits
and group
products
at Mutual
of Omaha.
He may be
reached
at marty.
traynor@
mutualo-
fomaha.
com
What Works 11.16.indd 16 10/19/16 1:04 PM

19. BenefitsPRO.com november 2016 17
technology
human touch
with a
Technology alone can’t provide a
magic solution to one of the major chal-
lenges facing brokers and their clients
during open enrollment—but it certainly
helps.
Learn to bridge the
communications gap
By Alan Goforth
BPRO 11.16 enrollment tech.indd 17 19/10/16 12:52 PM

20. november 201618 BenefitsPRO magazine
“Our biggest chal-
lenge is communica-
tion,” says Linda Garcia,
vice president of human
resources for Rooms to
Go, a furniture retailer
based just outside Tam-
pa. Her company has
7,500 employees work-
ing at 160 retail outlets
and seven distribu-
tion centers across the
Southeast and Texas.
“We simply don’t
have the resources to
send an HR person to
every store,” Garcia
says. “We are taking
advantage of technol-
ogy, and we are combin-
ing the best of old- and
new-school tactics.
All employees receive
printed materials; we
hold as many in-person
meetings as we can;
and we broadcast those
meetings to our distri-
bution centers. Technol-
ogy really has helped
us reach our employees
with a more consistent
message.”
This high-tech, high-
touch strategy also
resonates with Kathy
O’Brien, vice president
of voluntary benefits
and national client
group services for Unum
in Chattanooga, Tennes-
see.
“Technology contin-
ues to grow and be a
big part of enrollment—
much more than in the
past,” she says. “We
probably get more ques-
tions about technology
from employers than
any other topic.
“However, every
employee is different.
technology
We want to spend time
with brokers and clients
to build customized
plans for each employer.
That may include old-
fashioned paper and
group meetings, as well
as technology such as
self-service enrollment
or a kiosk with assisted
enrollment.”
Industry experts
agree that hassle-free
enrollment requires that
everyone in the chain—
carrier, broker, employer
and employee—adopt
appropriate technology
and then thoroughly
explain options and pro-
cedures to every stake-
holder.
Turning to tech
Technology, if properly
selected and implement-
ed, can greatly stream-
line the enrollment
process. What’s more, it
can significantly reduce
the risk of errors that
comes with manually in-
putting information from
printed forms.
Besides enabling
enrollment, technology
equips employers to com-
municate with employees
about benefit options
and how to navigate the
process.
“In addition to send-
ing out informational
emails to everyone in
the company, we also
send information to
personal email ad-
dresses and personal
cellphones,” says Gar-
cia. “Because we are
furniture stores with
TV monitors in all loca-
tions, we have recently
started streaming infor-
Experts recommend evaluating several steps for implementing technology:
• Training employees on using the
automated system
• Outlining data that needs to be
captured
• Creating a workflow using
integrated technology in
relevant departments
• Developing an electronic
approval process
• Planning for data management
and analysis
• Automating deadlines with
notifications
• Appointing personnel for issues
• Sending this information to
carriers
BPRO 11.16 enrollment tech.indd 18 10/19/16 1:05 PM

21. BenefitsPRO.com november 2016 19
mation about benefits
and open enrollment for
employees before our
stores open. It includes
voice-over PowerPoints
and videos that we pro-
duce. Every day, we use
a different approach.
“The feedback I have
gotten from our HR
people is that employ-
ees really like it. The
only stumbling block is
that occasionally, the
technology doesn’t work
well in the stores. But
you expect a few glitch-
es when trying some-
thing for the first time.”
Brokers and
carriers step up
One misconception dat-
ing back to the science
fiction movies of the
1950s is that technology
will eventually reduce
the importance of real
people. But if anything,
technology is making
the roles of brokers
and carriers even more
important. “We rely
heavily on our broker,
who conducts meetings
with the material we
provide,” Garcia says.
Carriers are also plac-
ing greater responsibili-
ty on brokers, especially
given the explosion of
voluntary benefits in
recent years.
“Brokers now have
a lot more carriers in
voluntary benefits than
they did several years
ago,” O’Brien says.
“They have to be very
knowledgeable about
the carrier, what they
will do to meet the
needs of their clients
and what types of ser-
vice they offer, not just
in enrollment but also
in plan administration;
how they will deliver
the services, how they
will pay and handle bill-
ing information.”
Colonial Life of Co-
lumbia, South Carolina
utilizes cutting-edge
technology, but 80 per-
cent to 90 percent of its
business is still broker-
driven, says Heather
Lozynski, assistant vice
president of premier cli-
ent management.
“We definitely are
seeing more demand,
not just for products and
services, but for exper-
tise,” she says. “We
and our brokers take a
holistic approach to the
customer’s enrollment
program, from benefits
communications to
personalized benefits
education and counsel-
ing, as well as ongoing,
dedicated service. This
allows the employer
to then focus on other
aspects of their benefits
process.”
Rooms to Go counts
on this value-added
service.
“Colonial is defi-
nitely a major part of
our open enrollment,”
Garcia says. “They actu-
ally produce our written
materials and videos for
us. Our communications
managers go to Colonial
to produce the video,
which is terrific for us.
They also take care of
the personal emails to
our associates. They
offer three ways to en-
roll—online, by phone,
or personal meetings
with carrier representa-
tives who go to our loca-
tions and sit down with
employees.”
What does it take for
brokers to succeed in
today’s environment?
“One important thing
for brokers to do is
listen to their clients, to
really know and under-
stand what their clients
want and need,” O’Brien
says. “There are a lot of
different technologies,
and all offer similarities
and differences. Brokers
must understand their
clients’ needs, not just
for enrollment but also
throughout the year.”
Despite the great
strides technology has
made, it can become a
distraction. “Technology
is so prevalent in the
enrollment space today,
but watch out for rely-
ing on technology as the
one thing that will make
or break enrollment,”
she says. “Technology is
great for capturing data,
but it won’t solve every
problem and doesn’t
change the importance
of all of the other work
you need to do.”
So which is it, tech-
nology or people?
“Technology and old-
fashioned service are
equally important,” Lo-
zynski says. “We begin
planning for reenroll-
ment six to nine months
out, and then determine
how best to use technol-
ogy and people. We help
customers understand
what is important to
them, where the biggest
pain points are, and
better understand the
business.”
Do the homework,
implement the technol-
ogy and communicate,
communicate, commu-
nicate.
“If you don’t have all
of the details to give to
your associates, they
can’t make good deci-
sions,” Garcia says.
“Make use of all of the
tools you have available,
from printed materi-
als to videos and text
messages. One thing I
learned very early on is
that communications is
critical.”
“Hassle-free
enrollment
requires that
everyone in
the chain—
carrier, broker,
employer and
employee—
adopt
appropriate
technology
and then
thoroughly
explain
options and
procedures
to every
stakeholder.”
BPRO 11.16 enrollment tech.indd 19 19/10/16 12:53 PM

22. november 201620 BenefitsPRO magazine
20 enrollment mistakes.indd 20 19/10/16 12:56 PM

23. BenefitsPRO.com november 2016 21
By Alan Goforth
The dirty dozen
Experience is the best teacher, but its lessons often come at a high price.
Every employer or human resources professional has made mistakes during open enrollment. Trying to ac-
commodate the diverse needs of the workforce in a short time frame against the backdrop of increasing options
and often bewildering regulations can be a challenge, even in the best-run companies.
Avoiding mistakes is impossible, but learning from them is not. Although the list may be limitless, here are a
dozen of the most common pratfalls during open enrollment and how to avoid them.
Avoid these 12 common traps during open enrollment
1.
FAILING TO
COMMUNICATE
“What we’ve got
here… is failure to
communicate.”
– Cool Hand Luke
This mistake likely has topped the list since
open enrollment first came into existence, and
it will probably continue to do so. That’s be-
cause enrollment is a complex procedure, and
few challenges are greater that making sure
employers, employees, brokers and carriers are
on the same page.
Employers have both a stick and a carrot to
encourage them to communicate as well as
possible. The stick is the Affordable Care Act,
which requires all employers subject to the
Fair Labor Standards Act to communicate with
employees about their health care coverage,
regardless of whether they offer benefits. As a
carrot, an Aflac study found that 80 percent of
employees agree a well-communicated benefits
package would make them less likely to leave
their jobs.
NEGLECTING
TECHNOLOGY
The integration of new technol-
ogy is arguably the most significant
innovation in the enrollment pro-
cess in recent years. This is espe-
cially important as younger people enter the work-
force. Millennials repeatedly express a preference
for receiving and analyzing benefits information by
computer, phone or other electronic devices.
The challenge is to make the use of technology as
seamless as possible, both
for employees who are
tech-savvy and for
those who are
not. Carriers
and brokers
are making
this a point
of empha-
sis, and
employers
should lean
on them for
practical
advice.
2.
20 enrollment mistakes.indd 21 10/19/16 1:08 PM

24. november 201622 BenefitsPRO magazine
CUTTING TOO MANY CORNERS
One of the most difficult financial decisions employers make each year is deciding how
much money to allocate to employee benefits. Spending too much goes straight to the
bottom line and could result in having to lay off the very employees they are trying to
help. Spending too little, however, can hurt employee retention and recruiting.
Voluntary benefits offer a win-win solution. Employees, who pick up the costs,
have more options to tailor a program that meets their own needs. In a recent study
of small businesses, 85 percent of workers consider voluntary benefits to be part of a comprehensive
benefits package, and 62 percent see a need for voluntary benefits.
OVER-RELIANCE ON
TECHNOLOGY
SUCCUMBING TO
INERTIA
It can be frustrating to invest sub-
stantial time and effort into employ-
ee benefit education, only to have
most of the staff do nothing. Yet
that is what happens most of the time. Just 36 per-
cent of workers make any changes from the previous
enrollment, and 53 percent spend less than one hour
making their selections, according to a LIMRA study.
One reason may be that employees don’t feel as-
sured they are making the right decisions. Only 10
percent felt confident in their enrollment choices
when they were done, according to a VSP Vision
Care study. One good strategy for overcoming in-
ertia is to attach dollar values to their choices and
show where their existing selections may be leaving
money on the table.
NOT THINKING HOLISTICALLY
“Holistic” is not just a description of an employee
wellness program; it also describes how employ-
ers should think about employee benefit packages.
The bread-and-butter benefits of life and health
insurance now may include such voluntary options
as dental, vision and critical illness. Employers and
workers alike need to understand how all of the benefits mesh for
each individual. Businesses also need to think broadly about their ap-
proach to enrollment
“Overall, we take a holistic approach to the customer’s enrollment
program, from benefits communication to personalized benefits edu-
cation and counseling, as well as ongoing, dedicated service,” says
Heather Lozynski, assistant vice president of premier client manage-
ment for Colonial Life in Columbia, South Carolina. “This allows the
employer to then focus on other aspects of their benefits process.”
3.
4.
5.
6.
enrollment traps
At the other end of the spec-
trum is the temptation to rely
on technology to do things it
was never meant to do.
“Technology is so preva-
lent in the enrollment space
today, but watch out for
relying on technology as
the one thing that will make or break enroll-
ment,” says Kathy O’Brien, vice president of
voluntary benefits and nation client group
services for Unum in Chattanooga, Tennes-
see. “Technology is great for capturing data,
but it won’t solve every problem and doesn’t
change the importance of the other work you
need to do.”
20 enrollment mistakes.indd 22 10/19/16 1:12 PM

25. BenefitsPRO.com november 2016 23
UNBALANCED BENEFITS MIX
Employee benefits have evolved from plain vanilla to 31 (or more) flavors. As the job market
rebounds and competition for talented employees increases, workers will demand more from
their employers. Benefits that were once considered add-ons are now considered mandatory.
Round out the benefits package with an appealing mix of standard features and voluntary
options with the objective of attracting, retaining and protecting top-tier employees.
INCOMPLETE
DOCUMENTATION
Employee satisfaction is a
worthy objective—and so is
keeping government regula-
tors happy.
The Affordable Care Act
requires employers who self-
fund employee health care
to report information about
minimum essential cover-
age to the IRS, at the risk of
penalties. Even if a company
is not required by law to offer
compliant coverage to part-
time employees, it is still re-
sponsible for keeping detailed
records of their employment
status and hours worked. As
the old saying goes, the job is
not over until the paperwork
is done.
FORGETTING THE
FAMILY
The Affordable Care Act has
affected the options available
to employers, workers and their
families. Many businesses are
dropping spousal health insurance coverage or
adding surcharges for spouses who have access
to employer-provided insurance at their own
jobs. Also, adult children can now remain on
their parents’ health policies until they are 26.
Clearly communicate company policies regard-
ing family coverage, and try to include affected
family members in informational meetings. Get
to know more about employees’ families—it will
pay dividends long after open enrollment.
LIMITING ENROLLMENT OPTIONS
Carriers make no secret about their emphasis on electronic benefits education and
enrollment. All things considered, it is simpler and less prone to copying and data-entry
errors.
It would be a mistake, however, to believe that the high-tech option is the first choice
of every employee. Be sure to offer the options of old-fashioned paper documents,
phone registration and face-to-face meetings. One good compromise is an on-site enroll-
ment kiosk where a real person provides electronic enrollment assistance.
7.
8.
9.
10.
The
close of
enrollment
is a critical
time to
observe by
soliciting
feedback
from
employees,
brokers and
carriers.
20 enrollment mistakes.indd 23 10/19/16 1:12 PM

26. november 201624 BenefitsPRO magazine
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LETTING
BENEFITS
GO
UNUSED
A benefit is beneficial only if the em-
ployee uses it. Too many employees
will sign up for benefits this fall, forget
about them and miss out on the advan-
tages they offer.
Periodically remind employees to
review and evaluate their available
benefits throughout the year so they
can take advantage of ones that work
and drop those that do not. In addition
to health and wellness benefits, also
make sure they are taking advantage
of accrued vacation and personal days.
Besides maximizing the return on their
benefit investment, it will periodically
remind them that the employer is look-
ing out for their best interests.
enrollment traps
11.
PREMATURELY CLOSING
THE OODA LOOP
Col. John Boyd of the U.S. Air Force was an ace
fighter pilot. He summarized his success with the
acronym OODA: Observe, Orient, Decide and Act.
Many successful businesses
are adopting his approach.
After the stress of open enrollment, it’s
tempting to breathe a sigh of relief and focus
on something else until next fall. However, the
close of enrollment is a critical time to observe
by soliciting feedback from employees, brokers
and carriers. What worked this year, and what
didn’t? What types of communications were most
effective? And how can the process be improves
in 2017?
“Make sure you know what is working and
what is not,” says Linda Garcia, vice president
for human resources at Rooms to Go, a furniture retailer based just
outside Tampa. “We are doing a communications survey right now
to find out the best way to reach each of our 7,500 employees. We
also conduct quarterly benefits surveys and ask for their actual com-
ments instead of just checking a box.”
12.
20 enrollment mistakes.indd 24 10/19/16 1:13 PM

27. November 2016
Expert
Wellness programs have proliferated in recent
years, with more than 80 percent of large employers now
offering some type of program to their employees. But
the rapid growth has been accompanied by significant
backlash from skeptics questioning everything from
relevance to ROI. ¶ Amidst a sea of conflicting opinions
and a deluge of data points, how can brokers help
employers best engage, implement and drive success
with wellness plans?
The value of
AdviceA
11.16 Wellness frontis.indd 25 10/19/16 1:20 PM

28. Order your reprints as published in BenefitsPRO.
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May 2016 | Benefits Selling | BenefitsPro.com
14
The finalists for the 2016 Benefits Selling Broker
of the Year all have a few things in common. They
work hard for their clients. They think strategically.
They encourage long-term planning. They don’t let
regulations get in the way of success. They give credit
to the people who work with them.Indeed, they’ve all done more than just survive
today’s uncertain and unpredictable business
climate. They’ve thrived.
TReed Smith’s formula forsuccess consists of a few keyingredients that set him apartfrom other brokers and agents.For starters, he doesn’t just sitdown with a client and reviewa spreadsheet to see wherehe can save them money.He takes it a couple stepsfurther by devising a strategyfor his clients to compete intheir marketplace. Like otherbrokers and agents, he hasbeen a leader in encouragingconsumer-driven health care.But in order to do so, Smithhas embraced technology toengage employees and reducecosts. When the AffordableCare Act (ACA) was passed,Smith conducted webinars forhis clients to learn about thelaw. During those webinars,more than a few employersrealized that Smith was wayahead of the game.
Those are just a few reasonswhy Smith, a senior vicepresident and practice leader atCoBiz Insurance in Denver, isBenefits Selling’s 2016 Broker ofthe Year.
“He’s got a lot of greatstrengths,” says Todd McLean,president of CoBiz Insurance.
“He’s a passionate championfor employee benefits and howthey impact people. He’s alsoan exceptional team player; hegoes 24-7 and will be anywherefor his team and his clients. Hegives great guidance to the team,he’s articulate and he has all thequalities you want to see fromsomeone in control. He’s ourpractice lead to the entire teamand he’s an individual everyoneon the team feels comfortablegoing to.”
The 37-year-old Smithjoined CoBiz in 2009 and hashelped grow the company’semployee benefits businessfrom $2 million at that time to$6 million last year. Smith workswith about 50 small- to mid-sizecompanies, and his strategieshave helped CoBiz’s clientskeep their health care costssignificantly below inflation forfour years running.“We are always pushingourselves to think about thehelp our clients need to makesure they’re outperformingthe national average and theircompetitors in attracting andretaining talent because theyhave a better benefits plan that ismore cost effective,” Smith says.
Actionable intelligenceWhile he’s helped his clients manage health care
costs, Smith sees his role as much more than acting
as a spreadsheet analyst. He talks with his clients
about health insurance and benefits packages in
competitive terms. The way Smith sees it, helping
clients attract and retain top employee talent
enables them to beat their competition.“We spend a lot of time in up-front discussions
with new clients, talking about how we can align
benefits strategy with their business strategy,”
Smith says. “We use analytics, employee education
and long-term strategic planning—that’s not
how insurance and benefits are managed in a lot
of places. So when we talk to a new client about
whether there are any disparities between their
business and how they manage their health care
benefits, we tell them we want to be the company
that lives in the benefits world and brings them
actionable intelligence.”Smith has worked with Cochlear—an
international manufacture of implantable hearing
devices with offices in Centennial, Colorado—for the
past four years. Kim Coleman, a senior director of
human resources with the company, points toward
Smith’s understanding of her company’s culture and
business objectives as attributes that have set him
apart from other brokers and agents. In fact, Smith’s
contributions to Cochlear were deemed so valuable
that CoBiz was able to retain the company as a client
after the company changed CEOs.“He looks at and listens for what’s going on in the
market and what’s going on in the organization—
what we’re trying to achieve from a benefits
perspective,” Coleman says. “We have a very close
partnership to align Cochlear’s benefits strategy with
what’s going on in the local and national market.”
“We’re very fortunate to have a base in Colorado,”
Smith says, “which is continually recognized as
one of the fastest growing economies and one of
the best places in the country to live and work,
so employers are moving here all the time. There
are huge national employers that are building
infrastructure here, but we also have these small and
mid-size clients who are competing for talent. We
tell employers—whether you’re a customer today or
a future customer—that if you don’t view health care
as an advantage today, it will become a disadvantage
down the road.”
of the year
broker
BSL 5.16 cover story.indd
14
19/04/16
6:42 PM
April 2016 | Benefits Selling | BenefitsPro.com3
of the year
broker
“It’s easier
now to change
than it ever has
been.”
Selling SolutionS for brokerS Volume 14, No. 5 | May 2016
BenefitsPro.com
reed smith
Digital license
logo license
glossy Prints
Wooden Plaque
2016
broker of
the year
House reprints.indd 1 20/07/16 6:46 PM

29. BenefitsPRO.come November 2016 27
By Elizabeth Thompson
be the cure for your wellness program?
Not long ago, a client said to
me, “It’s all about coaching.”
They wanted us to help them
enroll more employees into a
coaching program. For them, the
results were adding up: engaged,
activated employees; wellness
success stories; downward
trending health costs; more
productive employees; and
a positive wellness program
experience overall.
But not every employer has the
same experience. Consequently,
over the last decade, wellness programs have taken a
beating by skeptics who deny that wellness offers any
reliable return on investment. Still, when more than
80 percent of large employers nationally are offering
wellness programs, something must be going right.
Turns out, it’s not about
whether a wellness program
can deliver results—plenty of
big groups have published their
data proving their own ROI—it’s
really about what kind of wellness
program can deliver results for
your individual group’s profile.
And wellness programs that offer
health coaching may have a leg up
when it comes to getting results.
Coaching provides the
personal, one-on-one guidance,
inspiration and motivation that
can help convert non-participants to active, empowered
participants who, over time, can make real life changes.
I’ve seen it happen time and again.
So what does an evidence-based health coaching
program look like? Here are the essential elements:
coaching
Could
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30. November 201628 BBenefitsPRO magazine
Two-pronged
approach
Health coaching should cover a
broad health continuum
Too many wellness programs focus
only on the prevention of future
illness, when, in reality, the highest
costs—current chronic conditions—
are already draining the bottom line.
A good health coaching program
should include interventions that:
1. Manage the immediate high
risk members who are already
incurring high health costs
from existing conditions and
co-morbidities at all acuity
levels, including: hypertension,
coronary artery disease, heart
failure, cancer, chronic low
back pain, diabetes mellitus,
asthma, hypercholesterolemia,
metabolic syndrome, and
chronic musculoskeletal pain;
2. Slow or derail the progress of
members who display lifestyle
health risk factors propelling
them toward ill health, such
as tobacco use, a lack of
physical activity, poor nutrition,
overweight or obesity, sleep
deficit and stress.
This two-pronged approach
provides a logical, systematic and
progressive approach for corralling
uncontained and voracious health
risks, claims and costs.
Touch points
Health coaching should target
members based on stage of
disease and care gaps, using
a range of professionals and
modalities
A comprehensive wellness
program engages members in
multi-dimensional health coaching
appropriate to their needs and
in line with their comfort levels.
This may require lifestyle coaches,
disease management coaches and/
or nurse coaches, who each bring a
different set of skills to the coaching
dynamic. The coaching program
must be available to members
in various modalities, from live
telephone calls, to video or chat,
to email and text messaging. As
consumer technologies continue to
advance, a good coaching program
will keep abreast of these changes,
implementing touch points that
appeal across all generations, from
millennials to boomers.
Different paths
Health coaching should use a
holistic approach
A holistic approach is built on the
foundation that there is no one “right
way” to coach an individual. Coaches
must be able to “meet the member
where they are” in order to understand
how we can help them determine and
achieve their goals. One member may
be just beginning to consider making
lifestyle changes, while another may
have tried and failed in the past, and
need a very different type of support.
Your coaching program should
incorporate coaches trained to help
each member find his or her own path.
Effective tools
Health coaching must be science-
backed and evidence-based
Coaching as a discipline and
science is very powerful. It’s
not just about creating a human
connection. Coaches are just
“friends” unless they have the
proven tools and skills that
produce positive outcomes. Some
of the most effective tools used
in evidence-based coaching today
include:
1. Activation, a process to
assess an individual’s
knowledge, skills and
confidence for managing his
or her own health and health
care, and thus determine
methods to further empower
them.
2. Motivational interviewing,
which theorizes that as much
as someone may recognize
good reasons to change
habits, ambivalence is a
factor in the change process.
Resolving the ambivalence is a
major part of helping someone
change. Sustained change
happens when people tap into
their own reasons for change
and marshal their strengths
to make change happen.
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31. BenefitsPRO.come November 2016 29
Motivational interviewing
is designed to help people
resolve the ambivalence that
often holds them back. It’s
about transforming the “Yes,
but …” into a convincing
“Yes!”
3. Trans-theoretical model
of behavior change, which
assesses an individual’s
readiness to act on a new,
healthier behavior and provides
strategies to do so.
4. Social cognitive theory, which
provides a framework for
understanding, predicting and
changing human behavior.
5. Positive psychology, or the
scientific study of strengths and
virtues that enable individuals
to thrive instead of just survive.
6. Sustainability and relapse
prevention, which is a
cognitive-behavioral approach
with the goal of identifying and
preventing high-risk health
behaviors.
When such techniques are
used, successful health coaching
programs can facilitate behavior
changes such as:
• Greater member activation:
gaining the knowledge, skills
and confidence to get involved
with and play a more active role
in their health.
• Enhanced condition self-care:
gaining the knowledge about
their condition and steps for
how to best improve it.
• Medication adherence:
understanding the important
role their medication plays
in their health maintenance
or improvement and why
adherence to the medication
dosage is vital.
• Adoption of lifestyle behaviors
that enhance health and well-
being.
Super glue
Coaches must receive continuous
training
No matter how many puzzle pieces
a coaching program offers to help
members see the big picture, that
picture can fall apart if it’s rattled
or shaken. Your picture must have
super-glue to keep the pieces
together—because life does rattle
and shake us. Coaches are the super-
glue. They not only connect the
pieces for your members and help
them see the big picture, but they
keep the pieces in place. What helps
coaches to become this essential
super-glue? Effective initial and
ongoing training, which should
include the following:
• Quality of education:
Professional coaching programs
hire coaches who understand
the discipline and science
behind coaching. They
provide many hours of on-
the-job training to reinforce
concepts such as motivational
interviewing and social
cognitive theory. And they
provide ongoing training and
share successful techniques as
a team.
• Coach mentors: New coaches
ramp up faster when they are
mentored by the best of the
best. It’s a small but significant
difference between good
coaching programs and great
ones.
• Member safety quality
assurance: Wellness coaching
isn’t just about whether
Joe worked out at the gym
five days this week, or Sally
stopped smoking. Today’s
employees are dealing with
stress, depression, lack of
sleep, financial pressures and
any number of other problems
that can spiral out of control.
Your coaching program had
better be equipped to handle
those crises. In any given week,
our coaches may encounter
three to four members who
display behaviors that we
consider “red flags,” which
may signal a mental health or
medical compliance crisis. A
great coaching program has
procedures in place to alert
the appropriate mental health
professionals or nurses who
can make sure members with
critical issues are given the
right tools to cope. If your
coaching program doesn’t
offer that safety net, you’re
missing an important element
of member safety.
The cure?
Could coaching be the cure for
your wellness program?
Dare I quote our client again who
said to us, “It’s all about coaching”?
From my perspective, there is
a great truth in that statement.
Employers must realize they cannot
make employees live healthier
lifestyles with incentives or penalties
alone.
Employees must buy into
wellness, and to do that, they must
first buy into the fact that they can
change, they want to change, they
are empowered to change, and they
have an advocate in their corner
who can cheer them on when they
achieve, and inspire them when they
fail.
That’s all each of us really wants
and needs in life, isn’t it? Whether
our goals are good health, a good
performance review, or to be a better
parent—support is fundamental to
our success. And a superior coaching
program provides all that, with the
science to back it up. w
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32. November 201630 BBenefitsPRO magazine
program questions answered
As the line between personal- and
work-life blurs, employees are often left
feeling overwhelmed, depleted, and
disengaged. Workplace wellness and
well-being programs help employees
manage both their office and personal
lives, contributing to marked increases in
employee engagement, workplace morale,
productivity, and overall satisfaction,
which all have an impact on business
performance.
To get a better understanding on how
well-being programs can help employers
and employees, Dr. Rajiv Kumar answered
some questions from BenefitsPRO on how
best to engage, implement, and drive
success with well-being plans. Dr. Kumar
is the president and chief medical officer
at Virgin Pulse, a company focused on
designing technologies to breed healthy
lifestyle choices for employees.
Thinkstock
wellness
your
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33. BenefitsPRO.come November 2016 31
Implementation
What is the most complicated
factor in implementing a well-being
program?
The most complex aspect to
implementing a successful well-
being program is designing
a program that reflects and
reinforces an organization’s unique
culture. Well-being shouldn’t be a
one-size-fits-all bolt-on program,
but rather an integrated and
personalized component of an
organization’s culture.
This requires an organization
to define who they are, what
their mission is, and what values
they want to proliferate across
the company to support the
achievement of that mission. Well-
being programs that are embedded
into the culture of an organization
see stronger enrollment, higher
participation rates, and greater
long-term sustainability—which
leads to higher overall employee
engagement.
Perks
What are the top ‘perks’ employees
want in a well-being program? If
the program doesn’t have it, how
does that affect morale surrounding
the program?
Rather than focusing on perks
or rewards, we have found that
employees are simply looking for
effective, relevant and engaging
programs that will help them meet
their personal goals, overcome
challenges, and be successful at
work and in their personal lives.
That means having access
to personalized tools, benefits
information and programs that
focus on the whole employee by
spanning a variety of well-being
topics—financial, mental, physical,
emotional, and social. Employee
populations are diverse. No single
program, perk, or reward will
resonate across all demographics.
In fact, the most successful well-
being programs are those that
take into account all of the varied
factors that contribute to health,
engagement, and satisfaction in and
beyond the workplace.
Health or employee
retention?
Is the purpose of an employer-
sponsored well-being program
more to benefit employee health or
employee retention?
I believe well-being programs that
reflect and promote an organization’s
culture drive an even greater value:
employee engagement. We know
that employee engagement is a
critical business success factor and
an indication that your workforce
feels supported and cared for.
When employee engagement is
high, businesses thrive. Research
shows a strong connection
between employee well-being and
engagement. There’s a significant
value-on-investment here—by
investing in programs and benefits
that enhance employee well-being,
employers reap the benefits of
improved workplace culture, higher
employee retention, and better
overall performance.
Metrics
How can employers measure
success in a well-being program?
Success metrics will vary and
tend to be tied to specific company
values, goals and opportunities. We
help clients measure VOI, or value-
on-investment, as they evaluate
the success of their well-being
investments.
This approach looks at well-
being’s impact on broader business
outcomes, including productivity,
absenteeism, employee satisfaction,
recruitment, and retention. It also
includes health outcomes, which can
Dr. Rajiv Kumar is the
president and chief medical
officer at Virgin Pulse
WL questions.indd 31 10/19/16 1:43 PM

34. November 201632 BBenefitsPRO magazine
translate to lower health care costs.
Finally, there are the metrics
that are specifically aligned with
individual businesses. For example,
we have clients who have measured
a decrease in workplace safety
incidents after the implementation of
their well-being program.
Others have tied well-being
investments to higher customer
satisfaction. While desired business
outcomes vary by company and
industry, well-being’s value as a
driver of key business outcomes is
becoming more apparent and, thanks
to advances in analytics, increasingly
measurable.
Cultural buy-in
What are some of the shortcomings
of a well-being program?
Investing in employee well-being
is a critical step towards creating an
engaged workforce. For well-being
programs to reach their full potential,
they must be rooted in culture and
have executive and managerial buy-
in, from the highest levels of the
organization down to departmental
supervisors.
Without vocal, visible support
from company leaders, well-being
investments will not yield the best
results. Employees must know that
their participation is encouraged and
supported by leadership.
Technology-enabled platforms
can recruit, engage, and support
employees in their well-being
journey, but technology alone cannot
change culture. Well-being must
have clear support from leaders
throughout the business.
Generational gaps
What do different generations want
from a well-being program?
Regardless of generation,
employees generally share the same
overarching goal: a desire to be
successful, balanced, and fulfilled,
both at work and at home.
That said, there are differences
in priority depending on age. People
often have different financial well-
being goals at various points in their
lives: creating a budget, saving for
a child’s education, or planning for
retirement. The same is true for
physical well-being.
Younger employees may be more
interested in using activity tracking
devices to chart their progress than
older workers. Generations also vary
in their affinity for technology. While
millennials are accustomed to using
smartphone apps to interact with
programs, baby boomers may prefer
a web-based portal.
All of these varying preferences,
concerns, and needs confirm my
belief in well-being programs that
support the whole person. The
best, most engaging, and most
effective programs appeal to broad
cross-sections of employees and
are accessible across multiple
technology platforms. In addition,
well-being programs that include
social networking capabilities—the
ability to share progress, advice,
and motivation—can unite a diverse
workforce, bridging generational
gaps through shared interests, goals,
and journeys. w
“Well-being
shouldn’t be a
one-size-fits-all
bolt-on program,
but rather an
integrated and
personalized
component of an
organization’s
culture.”
WL questions.indd 32 10/19/16 1:44 PM

35. BenefitsPRO.com November 2016 33
At my core, I am a salesper-
son. I can be easily distracted
by new technologies, innova-
tive ideas, and data analyt-
ics. For many years, I was
relegated to getting my in-
novation fix in places outside
my industry. But times, they
are a-changing.
At industry events, booths for-
merly sponsored by carriers have
been replaced by tech vendors,
new transparency tools, wellness
strategies, and tax schemes de-
signed to reduce tax liability and
used to fund other products.
For the last five years or
so, an innovative, successful
consultant could gain clients by
bringing new ideas to the table,
but now, some consultants are
losing business by bringing too
many or unproven ideas to their
customers. This is a warning
to not be distracted by all the
“new ideas,” but still be careful
enough to bring the right ideas
to clients.
Paralysis by analysis is the
state of many benefits profes-
sionals. Unsure how to pro-
ceed when it comes to offering
benefit administration, HR
technology, ACA reporting and
more to their clients results in a
state of doing nothing. Paradox
of choice, as laid out by Barry
Schwartz, reminds us that the
more choices we have, the
worse decisions we make, some-
times making no decision at all.
The difficulty in evaluating all
of these tools and technologies
is that we can easily be swayed
to just continue on our present
path. Our current vendors would
prefer that, and in a larger sense,
so would the carriers. Despite
being negatively impacted by
the status quo, even employ-
ers can be very hesitant to
change.
I spoke on a panel about
transparency this past April.
I said “consumer-driven”
health plans are a farce and mis-
nomer. Going to a high-deductible
health plan does absolutely
no good for driving consumer-
ism when the employer doesn’t
combine it with powerful tools
for accurately comparing costs
and quality, as well as educating
employees on how to do that. If
a patient cannot accurately shop
price and quality, they cannot be
a good consumer, which leads to
delaying care, resulting in larger
claims, more pressure on the
rates, and therefore, decisions to
further dilute benefits. It’s a vi-
cious cycle.
After the talk, a VP of HR ap-
proached me. She said they were
considering going to all HDHP
plans because their current con-
sultant suggested it alone would
drive consumerism. Apparently,
my scenario resonated and we
continued to chat after the confer-
ence ended. She was the right
person at the right time to hear
the ideas I was talking about.
Finding the right audience is very
important.
At some point, however, you
also need to take a chance.
Once you have evaluated as
best you can, figured out the
message and results you ex-
pect, and have in hand the best
available tool to help you deliver
that, at some point, you just
need to take a leap and go all in.
“Paradox
of choice
reminds
us that
the more
choices
we have,
the worse
decisions
we make.”
David C.
Contorno
is president
and CEO
of Lake
Norman
Benefits,
Inc.
Paralysis by analysis
paradigm shift
by David Contorno
11.16 contorno.indd 33 10/19/16 1:47 PM

36. November 201634 BenefitsPRO magazine
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37. BenefitsPRO.com november 2016 35
By Scott Wooldridge
Rising premiums, evolving strategies for cost containment
Workers’
Comp
trends for 2017
Workers’ compensation
continues to be a major concern
for employers, and while some
industries have more claims than
others, all have concerns about
the associated costs.
Workers comp.indd 35 10/19/16 1:50 PM

38. November 201636 BenefitsPRO magazine
For brokers, the chal-
lenge continues to be
how they can help clients
at a time when rising
health care costs seem
“baked in” to the cost
of doing business. But
even as health care costs
steadily rise, strategies to
decrease risk and mod-
erate premiums in the
workers’ compensation
arena continue to evolve.
Looking ahead to 2017,
brokers will have plenty
of opportunities to assist
businesses in finding
ways to keep workers’
comp premiums in check.
Premiums are still
rising
Let’s get the bad news
out of the way first: There
continues to be a high
number of claims, and
that will lead to higher
premiums.
“Workers’ comp premi-
ums are skyrocketing,”
says Katharine Carey,
senior commercial broker
for the Capacity Group of
New York. “For compa-
nies with more than 100
employees, especially
labor-based employees,
workers’ comp is taking a
huge toll on their bottom
line.”
Carey is seeing a high
frequency of claims,
workers taking more time
off work, and high dollar
amounts for the claims
being filed.
The rise in premiums
have been documented
elsewhere: Business
Insurance estimates that
premiums increased from
5 percent to 7 percent in
2015, with some com-
panies seeing increases
as high as 10 percent.
Insurance Journal found
increases in roughly the
same range. “Escalating
prescription drug costs
and aging of the work-
force may result in new
or increased claim costs,”
the site notes.
Poor pharmaceutical
management adding
to costs
According to Alexandra
Leone, assistant vice
president of workforce
productivity at Hub
International, some cost
savings could be realized
through better manage-
ment of pharmaceutical
benefits.
“The trend of opioid
use has been ongoing
for several years, but it
continues to get a lot of
attention” Leone says.
“We’re seeing more and
more workers’ compen-
sation carriers making
sure that if claimants are
on opioids, that there’s
a weaning plan at the
onset of that prescription,
rather than waiting until
there’s an addiction or
other issues.”
Leone says another
practice that increases
workers’ compensation
costs is when physicians
dispense drugs from
their own onsite pharma-
cies, which tend be more
expensive. “Our clients
are moving away from
allowing physicians to
dispense these medicines
onsite,” she says. “There
is an upcharge associated
with that, and the clients
are paying it, when that
person could just go to
the Walgreens down the
street and pay less.”
Partnering with
occupational
medicine clinics
Another strategy being
used to hold down medi-
cal costs is the practice of
working with an occu-
pational medicine clinic.
Employers in many states
are barred from requiring
workers’ comp claim-
ants to go to a specific
clinic, but establishing
a relationship with a
facility that specializes in
work-related conditions
provides many benefits
to an employer, who
can promote that clinic
without requiring that
patients use it.
Michael Stack, prin-
ciple at Amaxx Risk
Solutions and founder of
COMPclub, a training pro-
gram on workers’ comp
cost containment, says
that brokers can play a
role by getting to know
the medical providers in
the area.
“Brokers can make that
introduction [to employ-
ers],” says Stack. “I’ve
worked with brokers who
will go and introduce
themselves to medical
providers in the area, get
to know which ones are
the best, and learn which
ones are willing to work
with employers. If the
broker can help facilitate
that, that can be a useful
thing that they can bring
to the table.”
Leone notes that differ-
ent states have differ-
ent rules on directing
medical care, but even in
states where employers
can’t direct claimants,
they can create word of
mouth support for an
occupational medicine
clinic. “What we’re try-
ing to work on is making
a soft medical referral,”
she says. “We’re finding
great success in partner-
ing with these doctors,
where there is a relation-
ship and protocols are
already in place. So the
word spreads among the
workers: ‘I went to clinic
workers’ comp
5 percent of
workers’ comp
claims are
responsible for
80 percent of the
program’s cost.
Workers comp.indd 36 10/19/16 1:51 PM

39. BenefitsPRO.com november 2016 37
X, they took really good
care of me; I got in right
away.’ The better the pro-
gram is defined, the bet-
ter it works,” she says.
Technology at work
Both Leone and Stack
note that innovative new
programs are helping
employees get quick,
convenient care, which
may prevent more serious
problems down the road.
“Telemedicine is re-
ally growing, especially
for clients who have a
workforce that works in-
convenient hours,” Leone
says. “These employees
may be working 6 p.m. to
6 a.m.,” she says. “So if
it’s 3 a.m. and you can’t
get to a clinic right away,
being able to access a
telemedicine doctor on a
phone or iPad is a great
way to make sure their
needs are being met
immediately, and giving
them the feeling that
they’re not alone.”
Stack says that such
technology can also help
get employees back to
work quickly. He points
his clients to an injury
triage hotline that allows
employers to connect
injured employees imme-
diately to health care pro-
fessionals. “The ultimate
goal is to get the vast
majority of employees
back to work right away,”
he says.
A culture of getting
back on the job
A philosophy of getting
employees back into the
workplace as soon as pos-
sible is crucial to holding
down high-cost workers
comp claims, Stack says.
He notes 5 percent of
workers’ comp claims are
responsible for 80 percent
of the program’s cost.
Those high-cost claims
often happen when work-
ers are separated from
their jobs for an extended
period of time.
Stack says too many
companies are not aware
of the importance of com-
municating with workers
who are off work due to
workers comp claims.
“People who are
injured [on the job] very
rarely will get contacted
by their employer; even
just to check in,” he says.
“They feel like they’re
black sheep—it’s very
detrimental to their state
of mind.”
Stack says employees
stuck at home have a
higher risk of depression,
reinjury, or turning to le-
gal action against an em-
ployer. Staying in touch,
he adds, is a worthwhile
investment in getting the
employee back to work.
“A very simple phone
call or a get-well card
signed by supervisor can
make a difference,” he
says.
Leone and Stack both
support back-to-work
programs, which can
match injured employees
with jobs they can physi-
cally perform, even if they
are not 100 percent. She
notes that an employee’s
absence has direct and
indirect costs. Even if an
employee is not full time
at their old job, there are
benefits to having them
back in the workplace.
“Having a return-to-
work program eliminates
some of these indirect
costs,” she says. “It
shows that the employer
cares about the person;
that they want them to
be part of the team.”
A safe workplace
Although wellness and
worker safety programs
are not a new trend,
they continue to be very
important in moderat-
ing workers’ comp costs.
Carey says there is a
wide range of effective
programs for companies
that want to promote
safety. “Safety first, as
a philosophy, has had a
large impact on a lot of
companies,” she says.
Stack agrees that
safety programs have
made a difference, but
adds that companies
can’t become complacent.
“If a company is neglect-
ing that, they will have a
lot of claims,” he says. “If
they’re paying attention
to it and they have a cul-
ture of safety, it’s going
to make a big difference.”
Stack adds that brokers
are key players in help-
ing companies find the
resources to address cost
drivers of workers’ comp.
“There’s a huge finan-
cial incentive to doing
this right,” he says. “I
think the broker commu-
nity can play a big role
in educating employers.
The brokers who do that
extremely well will get a
lot more business.”
advertiser index
Company page
American Public
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Assurity Life Ins.
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BenefitsPro
reprints
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BenefitsPro eNews
Benefitspro.com/
enewsletters
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Combined
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new.chubb.com
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mutualofomaha.com/
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BC
Petersen Intl.
Underwriter
www.piu.org
5
Sunlife
Sunlife.com/us
CV2
Workers comp.indd 37 10/19/16 1:50 PM

40. November 201638 BenefitsPRO magazine
Readers Choice Awards
Which
third–party
administrator
offers the most
comprehensive
service?
Which
enrollment
company
could you not
live without?
Which carrier best
prepared for
a defined
contribution
future?
Which carrier is best
prepared for PPACA?
#1
#2
Aflac
Colonial #1
#2
Aflac
Ameriflex
#1
#2
Aflac
Colonial
#1
#2
Aflac
Colonial
BRPO 11.16 readers choice.indd 38 10/19/16 1:53 PM

41. BenefitsPRO.com november 2016 39
Which
carrier
offers
the best
vision
coverage?
Which
technology
vendor
makes
your
life the
easiest?
Which carrier is the easiest to work with?
#2 Aflac
#1 VSP
#1 Aflac #2 Colonial
#1 Aflac
#2 Delta
Which carrier
offers the
best dental
coverage?
#1 Aflac
#2 Colonial
BRPO 11.16 readers choice.indd 39 10/19/16 1:53 PM

42. November 201640 BenefitsPRO magazine
Compiled by Paul Wilson
Are we there yet?
action reaction
“How will the
election of
either of the
presidential
candidates
affect the
benefits
industry?”
Illustration by Gary Musgrave
Wrong question?
Predicting the impact
on the benefits indus-
try based solely on the
results of the presiden-
tial election is a little like
trying to answer a math
equation without know-
ing all of the numbers
or the operation to be
performed; it’s a wild-
ass guess.
Sure, the eventual
presidential winner will
attempt to set the tone,
but the real impact to the
industry will be deter-
mined by the makeup and
attitude of both the House
and Senate; it will also be
influenced by the filling of
the vacant Supreme Court
seat. Both candidates are
so divisive that, even if you
knew exactly what they
wanted to happen, the sur-
est bet might be to predict
the opposite, knowing that
even their own party may
prefer the distance.
Kevin Trokey, founding
partner & coach,
Q4intelligence
Wild card or
more of the same?
If HRC gets elected, as I
feel is the more likely sce-
nario, we will continue
down the path we are on,
which will likely support
the ACA and continue
expanding it, perhaps
with a public option and
maybe even single payer,
although I believe that to
be a bigger hurdle than
some people feel, and I
do not believe that was
the intent of it all along.
If Trump gets elected,
that is way too much of a
wild card to even predict.
He has stated nothing
substantial except assur-
ing us it will be “great,
so great, we won’t even
believe it.” I would wel-
come some substance
behind that.
David Contorno,
president, Lake Norman
Benefits
a big job
Regardless of the out-
come of the 2016 presi-
dential election, the new
president of the United
States is expected to ad-
dress many of the conse-
quences of the ACA. For
example, the excise tax
(Cadillac Tax) was ex-
pected by the Congres-
sional Budget Office to
produce over $250 billion
in tax revenue; how-
ever, 75 percent of that
revenue was forecast to
originate from employers
that increased employee
compensation follow-
ing their exit from an
employer sponsored
plan. Although some
employers are leaving
the market, these fore-
casts did not account for
employer loyalty to their
employees.
Additionally, our new
president must embrace
the concept that health
insurance is expensive
because health care is ex-
pensive in order to finally
address the dramatic rate
increases faced by em-
ployers and individuals.
With 80 percent of health
plan premiums used to
pay health care expenses,
our president will have to
address the overwhelm-
ing cost of health care
services.
Tom Harte, president,
Landmark Benefits, Inc.
11.16 reactions.indd 40 10/19/16 1:55 PM

43. bpbrokerexpo.com
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44. Insurance products and services are offered by Mutual of Omaha Insurance Company or one of its affiliates. Products are not available in all
states. Each company is solely responsible for its own contractual and financial obligations. For broker use only.
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