Technology alone can't provide a magic solution to one of themajor challenges facing Human Resources experts and employeesduring open enrollment — but it certainly helps.

“Our biggest challenge is communication,” said Linda Garcia,vice president of human resources for Rooms to Go, a furnitureretailer based just outside Tampa, Fla. Her company has 7,500employees working at 160 retail outlets and seven distributioncenters across the Southeast and Texas.

“We simply don't have the resources to send an HR person toevery store,” Garcia said. “We are taking advantage of technology,and we are combining the best of old- and new-school tactics. Allemployees receive printed materials, we hold as many in-personmeetings as we can and we broadcast those meetings to ourdistribution centers. Technology really has helped us reach ouremployees with a more consistent message.”

This high-tech, high-touch strategy also resonates with KathyO'Brien, vice president of voluntary benefits and national clientgroup services for Unum in Chattanooga, Tenn.

“Technology continues to grow and be a big part of enrollment —much more than in the past,” she said. “We probably get morequestions about technology from employers than any other topic.

“However, every employee is different. We want to spend timewith clients to build customized plans for each employer. That mayinclude old-fashioned paper and group meetings, as well astechnology such as self-service enrollment or a kiosk with assistedenrollment.”

Industry experts agree that hassle-free enrollment requires thateveryone in the chain — carrier, employer and employee — adoptappropriate technology and then thoroughly explain options andprocedures to every stakeholder.

Turning to Tech

Technology, if properly selected and implemented, can greatlystreamline the enrollment process. What's more, it cansignificantly reduce the risk of errors that comes with manuallyinputting information from printed forms.

Besides enabling enrollment, technology equips employers tocommunicate with employees about benefit options and how tonavigate the process.

“In addition to sending out informational emails to everyone inthe company, we also send information to personal email addressesand personal cell phones,” Garcia said. “Because we are furniturestores with TV monitors in all locations, we have recently startedstreaming information about benefits and open enrollment foremployees before our stores open. It includes voice-overPowerPoints and videos that we produce. Every day, we use adifferent approach.

“The feedback I have gotten from our HR people is that employeesreally like it. The only stumbling block is that occasionally, thetechnology doesn't work well in the stores. But you expect a fewglitches when trying something for the first time.”

The Technology Partnership

One misconception dating back to the science fiction movies ofthe 1950s is that technology will eventually reduce the importanceof real people. But if anything, technology is making the roles ofHR leaders and carriers even more important.

Carriers are also placing greater responsibility on HR experts,especially given the explosion of voluntary benefits in recentyears.

“HR leaders now have a lot more carriers in voluntary benefitsthan they did several years ago,” O'Brien said. “They have to bevery knowledgeable about the carrier, what they will do to meet theneeds of their clients and what types of service they offer, notjust in enrollment but also in plan administration; how they willdeliver the services, how they will pay and handle billinginformation.”

Colonial Life of Columbia, S.C. utilizes cutting-edgetechnology, but 80% to 90% of its business is still broker-driven,Heather Lozynski, assistant vice president of premier clientmanagement, said.

“We definitely are seeing more demand, not just for products andservices, but for expertise,” she said. “We and our brokers take aholistic approach to the customer's enrollment program, frombenefits communications to personalized benefits education andcounseling, as well as ongoing, dedicated service. This allows theemployer to then focus on other aspects of their benefitsprocess.”

Rooms to Go counts on this value-added service.

“Colonial is definitely a major part of our open enrollment,”Garcia said. “They actually produce our written materials andvideos for us. Our communications managers go to Colonial toproduce the video, which is terrific for us. They also take care ofthe personal emails to our associates. They offer three ways toenroll — online, by phone, or personal meetings with carrierrepresentatives who go to our locations and sit down withemployees.”

What Does It Take to Succeed?

“One important thing to do is listen to their clients, to reallyknow and understand what their clients want and need,” O'Briensaid. “There are a lot of different technologies, and all offersimilarities and differences. You must understand your clients'needs, not just for enrollment but also throughout the year.”

Despite the great strides technology has made, it can become adistraction. “Technology is so prevalent in the enrollment spacetoday, but watch out for relying on technology as the one thingthat will make or break enrollment,” she said. “Technology is greatfor capturing data, but it won't solve every problem and doesn'tchange the importance of all of the other work you need to do.”

So Which Is It, Technology or People?

“Technology and old-fashioned service are equally important,”Lozynski said. “We begin planning for reenrollment six to ninemonths out, and then determine how best to use technology andpeople. We help customers understand what is important to them,where the biggest pain points are and better understand thebusiness.”

Do the homework, implement the technology and communicate,communicate, communicate.

“If you don't have all of the details to give to yourassociates, they can't make good decisions,” Garcia said. “Make useof all of the tools you have available, from printed materials tovideos and text messages. One thing I learned very early on is thatcommunications is critical.”

Experts recommend these steps for implementingtechnology:

• Train employees on using the automated system.

• Outline data that needs to be captured.

• Create a workflow using integrated technology in relevantdepartments.

• Develop an electronic approval process.

• Plan for data management and analysis.

• Automate deadlines with notifications.

• Appoint personnel for issues.

• Send this information to carriers.