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The benefits renewal conversation that most employers have with their broker is reactive: the broker presents renewal rates from the incumbent carrier, the employer asks how the rates compare to the prior year, and the conversation focuses on whether to accept the renewal or shop the market. This pattern produces predictable outcomes — modest year-over-year adjustments to a benefits program that drifts slowly from market norms, with limited strategic input beyond carrier negotiation. A more productive renewal conversation looks different.
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The benefits administration platform an employer chooses affects almost every dimension of how their benefits program functions: how employees enroll, how data flows to carriers, how compliance reporting is generated, how employees access plan information throughout the year, and how much administrative time the HR team spends on benefits versus other work. Despite this, many employers make benefits administration platform decisions reactively — typically in response to a carrier change, broker recommendation, or service problem with an
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The "millennials and Gen Z want the same things" narrative that dominated employer benefits content for years is no longer accurate, if it ever was. The two generations now make up the majority of the U.S. workforce, and the differences between what each actually values from an employer benefits package have become significant enough to drive distinct design choices — particularly for employers competing for talent across both cohorts simultaneously. The differences are not about generational stereotypes or surface preferences.
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The U.S. workforce is aging. According to Bureau of Labor Statistics data, the share of workers age 55 and older has risen substantially over the past two decades and is projected to continue growing through the late 2020s and into the 2030s. Workers age 65 and older are the fastest-growing segment of the labor force in absolute terms. For many employers — particularly those in healthcare, manufacturing, professional services, education, and skilled trades — significant portions
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Most employees do not understand their employer-sponsored benefits. Research from industry sources including the International Foundation of Employee Benefit Plans, MetLife, and various academic studies has consistently found that significant percentages of employees cannot accurately define basic insurance terms like deductible, copay, coinsurance, and out-of-pocket maximum — let alone evaluate which plan option is right for their situation or how to use their benefits effectively once enrolled. The consequences of this knowledge gap are not abstract.
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Sleep is the corporate wellness topic most employers have not yet seriously addressed, and the data suggests it should be moving up the priority list. The Centers for Disease Control estimates that more than one in three U.S. adults regularly fails to get adequate sleep. Major research on workplace impact has consistently shown that sleep-deprived workforces experience measurably worse productivity, higher accident rates, more mental health issues, and meaningfully higher healthcare claims costs than well-rested workforces. The economic
The most common source of employee benefits problems in 2026 is not poor plan design or inadequate communication — it is broken data integration between the systems that administer those benefits. When an employee's enrollment doesn't reach the carrier on time, when a dependent is dropped from coverage because a termination wasn't transmitted correctly, when an employee continues to be billed for coverage they elected to drop, or when carrier and benefits administration platform records don't match — the
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Most open enrollment communication strategies are built on a flawed assumption: that distributing benefits information is the same as communicating benefits value. The two are not equivalent, and the gap between them produces the most common failure modes in employer benefits programs — passive default elections, low voluntary benefits participation, employees who don't understand their plan choices, and HR teams overwhelmed with questions the communication itself should have answered. The employers who consistently achieve high enrollment quality — measured in
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The benefits package most employers provide is worth substantially more than their employees realize. For a typical employee earning $85,000 in base salary, the employer often spends an additional $20,000 to $30,000 on health insurance, retirement matching, payroll taxes, paid time off, and other benefits — bringing the true cost of employment to $105,000 or more. Yet when that employee compares their job to an outside offer, they almost always compare base salary to base salary. The full
The Employee Assistance Program is one of the most consistently disappointing benefits in the employer-sponsored landscape. Industry-wide utilization data has held remarkably steady for years: most traditional EAPs report engagement rates between 3 and 8 percent of the eligible employee population, with the median sitting at approximately 5 percent. For a benefit specifically designed to address mental health, family stress, financial difficulty, substance abuse, and life crises — needs that affect a substantially larger percentage of any workforce —
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We just started working with Taylor Benefits and could not be happier. Todd gave us quite the education as well as some time saving tools to help us manage our HR and save money too. We are looking forward to a long relationship!”
-Carol, Accounting Manager, recruitment marketing company, Campbell, CA
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