Total Benefits Outsourcing Roundtable
How Can You Reap VALUE From Offering An Integrated Benefits Package Including Retirement Plan Services AND Other Lines?
Will You Reap ADDITIONAL VALUE From Participant Interactions On Your Company One-view Interface?
October 18, 2017
Kansas City, MO
Hosted by: Lockton Retirement Services
*Registration requires an invitation code
There are two kinds of Benefits Service Providers:
- Companies that also provide 401(k) and 403(b) plan services, and
- Companies that don’t.
Companies that also provide retirement plan services have more data, better systems capabilities, deeper relationships with employees and employers, greater knowledge of ERISA law and regulations, and altogether a greater understanding of client needs.
Will we unlock the value from offering quality retirement plan services to benefits clients? Does the value extend to personal lines also?
Join us in a roundtable discussion of challenges and successes of offering integrated benefits (defined contribution, defined benefit, non-qualified, life insurance, managed disability, group dental, and voluntary benefits.)
The sharing of experiences and positions allows peers with a common mindset to collaborate on ways to strengthen our market position and unlock the intrinsic value of our retirement plans business.
Forum for business unit heads and strategy leaders to discuss emerging trends, major challenges and opportunities, current conditions, upcoming disruptions, and other topics of interest to attendees.
At the October 2017 meeting, attendees will collaborate on the writing of a position paper to support strategic decisions.
Total Benefits Outsourcing Roundtable attendees will collaborate on the formulation of a position paper that offers a roadmap on how to tackle the issues to deliver an effective business plan, and articulates how employers gain from relying on a single provider for integrated benefits.
Your firm can use ideas presented in this position paper to support strategic decisions, and to motivate retirement plan and benefits clients to consolidate relationships with a single provider.
An executive summary of this paper will be published and distributed to the trade media, influencers, and promoted to CFOs and HROs via social media.
We will also discuss the Risk/Reward of extending the brand into personal lines.
Attendance is by invitation only. The invitation is extended to Business Unit Heads and Corporate Strategists of firms that offer both retirement plan services AND insured benefits.
- Across markets – Small/micro, mid-sized, large and jumbo plans, corporate, government, not-for profit, higher-education and Taft-Hartley markets
- Across channels – Employee benefits and HR consulting firms, benefits brokerages with retirement plan specialists, NYSE firms, Independent RIAs, independent broker dealer firm representatives,
- Across plan types – defined benefit, defined contribution, and NQDC
- Across benefits line – Life, AD&D, Managed Disability, Dental, Terminal Funding / Annuity, Voluntary Benefits
- Dotted line to personal lines and wealth management
October 17, 2017
6:30 p.m. - Pre-event networking dinner at the Capital Grille.
October 18, 2017
8:00 a.m. - Continental breaksfast
8:30 a.m. - 3:00 p.m. - Sessions
Lockton Retirement Services
444 W 47th Street, Suite 900
Kansas City, MO 64112
- What are the long-term goals of an integrated benefits strategy
- Corporate goals
- BU goals
- Functional goals (sales, operations, marketing, technology)
- What goals are so high that they can be considered unachievable and what goals are so low that it would not be worthwhile pursuing a strategy?
- Who stands to benefit from this strategy and how?
- What are some possible short-term success metrics of an integrated benefits strategy?
- What are some leading indicators of success?
- Will offering integrated benefits achieve cost savings for your firm?
- What market segments have the strongest appetite for integrated benefits solutions? (small, mid, large, economic sectors, employee or employer characteristics)
- Who are the trailblazers?
- What is the profile of early adopters, current users, and reference clients?
- Is the market for integrated benefits solutions distinct from the market for HR Outsourcing or Total Benefits Outsourcing that already exists?
- Is the market appeal strongest among current retirement plan clients, current employee benefits clients, or brand-new clients?
- What employer attitudes bode well for integrated benefits solutions?
- What employer attitudes do we need to address for market adoption?
- What is the purchasing decision mode?
- What steps can we take to facilitate full-blown searches for integrated benefits packages including retirement plans and other benefits?
Strategy / Marketing
- What underlying trend supports the demand for an integrated benefits package?
- How critical is the continued popularity of the “financial wellness” concept to the success of integrated benefits strategies?
- To what extent does the increased availability of Payroll-360 services facilitate the process?
- What marketing strategies are needed to accompany the growing trend toward integrated benefits? (industry, individual companies, HR and benefits consultants)
- What is the value proposition for client employers? What do they seek to gain?
- What unknowns / uncertainties present business risk for our firms and for prospective clients?
- What bundles (products, services, people) offer the most potential?
- What service options will make the bundle compelling?
- How do distribution partners respond to the availability of integrated benefits?
- How does the trend impact business models and service models?
- What channels and distribution partners stand to benefit most?
- How can the Investment Advisor and Investment Consultant community benefit as well?
- What level of support do distribution partners require for success?
- What is the ultimate objective of the participants’ client experience?
- What strategic issues need addressing in the development of the one-view - front-end interface for participants?
- What are the major considerations in the development of technology solutions? Compliance? Brand experience? Technological innovation?
- Where should we embrace aggregation and where should we approach the concept more cautiously?
- How should benefits enrollment and re-enrollment platforms balance integration and customization / flexibility at the Advisor / Consultant level?
- Employee benefits portals – content and functionality – how much flexibility, autonomy, and artificial intelligence is needed?
- Apps, mobile technology, wearable devices – how can we keep up with technological innovation in devices?
- What functionality is needed on plan sponsor workstations? What functionality is needed on Advisor / consultant workstations?
- To what extent do we integrate with back-office systems?
- How do we manage data access to comply with HIPPA and other regulations while facilitating the exchange of data across the organization to enhance the client experience?
- How do we breakdown silos and at the same time protect staff from Securities and Labor regulation infringement that could make the firm a fiduciary instead of a directed trustee?
- What new regulations and legislation may arise from a rising tide of benefits outsourcing?
Operations, Staffing, Talent Management, and Organization
- To what extent does the trend impact operations?
- Can the trend be “operationalized”?
- Is there a benefit to breaking down the product silos?
- Staffing - How does integration affect staff capacity models?
- What are the new staffing requirements?
- How do we structure the organization?
- What talent is even more needed in an integrated benefits organization?
- How can we groom or attract the needed talent?
- What skillsets needed in a siloed organization become redundant in an integrated benefits organization?
- Attendees are encouraged to suggest other topics for discussion in the registration process, and again one week before the meeting
October 18, 2017
8:00 a.m Continental breakfast buffet
8:30 a.m. Welcome and Introductions, Meeting Goals and Objectives
8:45 a.m. Roundtable Discussions – Business Goals and Strategic Objectives, Path to Success, and Milestones
9:45 a.m. Break
10:00 a.m. Roundtable Discussions – Marketing and Distribution Issues
11:00 a.m. Roundtable Discussions – Technology, Innovation, and Operations
12:00 p.m. Lunch
1:00 p.m. Roundtable Discussions – Human Resources, Talent Management, and Organization
2:00 p.m. Roundtable Discussions – Other Topics and Closing Thoughts
2:45 p.m. Action Plan and Next Steps
3:00 p.m. Adjourn
Sheraton Suites Country Club
770 W 47th St.
Kansas City, MO 64112
0.1 mile / 3-minute. walk
The Raphael Hotel, Autograph Collection
325 Ward Pkwy.
Kansas City, MO 64112
0.3 mile / 7-minute walk
901 W 48th Pl.
Kansas City, MO 64112
0,4 mile / 9-minute walk
Registration requires an invitation code.
Payments by credit card, debit card, check or bank transfer.
Registration Deadline and Cost Per Attendee
|Registration deadline:||Registration Fee|
|On or before September 30, 2017||$3,500|
|After September 30, 2017||$4,675|
EACH Enterprise, LLC will refund your entire meeting fee if you cancel on or before September 15, 2017. For cancellations between September 15 and September 30, 2017, EACH Enterprise, LLC will refund your registration fee minus an administration fee of $175. No refunds for cancellations after September 30, 2017. In the unlikely event that the number of registered attendees falls short of expectations, EACH Enterprise, LLC will refund the entire registration fee.