Closing a sale at the worksite; benefits brokers are best advised to act like chameleons

Risk & Insurance, Sept 15, 2003 by Darin O'Shea

Selling supplementary benefits at the worksite these days is challenging, complex and rewarding. There's nothing complex, though, about a single element to selling these products. The best way to proceed is to know the employer, then act like a chameleon.

Chameleons are creatures that survive and prosper by adapting to their environment, modifying the way they present themselves to match their surroundings. Those who survive and prosper in the challenging environment of worksite sales do the same thing: they modify the way they present themselves to better fit the prevailing conditions.

This could mean everything from scheduling a series of 25 meetings for a casino with 500 employees, to conducting a conference call for 30 far flung truckers. To succeed in today's economy and work environment, you have to be flexible and adapt to the employer's reality.

There's no single tried-and-true approach to enrolling employees. There are too many variables depending on the size of the company and the nature of the business, not to mention the products you're selling.

When dealing with large companies, like a casino with 500 employees, it is important to work with the employer to allow for the enough time and to find a large enough meeting space to educate employees about the benefits package. Ideally, such meetings should involve eight to 10 individuals.

The next task is to get employees to a meeting. Mandatory signup schedules should be established to ensure better and more balanced employee attendance. A voluntary approach often results in procrastination and, consequently, larger groups of employees in meetings at the signup deadline and more employees missing the meetings altogether.

At times getting in front of employees can require a bit of creativity. For example, a trucking company offers little opportunity to schedule traditional employee meetings. Their employees, truckers, are on the road. In this case, a specific time was scheduled for a conference call to discuss the benefit package. Thirty truckers literally pulled off the road to participate in the conference call via their cell phones. It was an interesting process, and it worked.

Other employers deploy a more basic tool to ensure employee attendance-the paycheck. In order to get paid, employees must attend the meeting on benefits.

Whatever the method, it is critical to be flexible to the needs of the employer and the environment of the employees. Group size for meetings on supplemental benefits is always an issue. There are times when it is appropriate to educate the masses. In other situations, it is more appropriate to meet with individuals one on one. In either case, the objectives are to educate employees on their choices and what they can afford. That way, you avoid having employees coming back later saying, "Did I really buy this?"

Generally, large group meetings are appropriate to explain changes in existing policies, such as health, dental and life insurance policies. Employees need to know about any changes in coverage and deductibles. It is important during these meetings, too, to communicate how the employer is working hard to provide employee benefits in a difficult economic environment.

Smaller groups or one-on-one meetings are best to explain voluntary benefits. Employees need to understand how the choices work best for their individual situations. They need to understand what each choice will mean in terms of their paycheck deductions for each pay period. Otherwise, employees tend to buy too much and seek changes in their coverage later. It is common sense to say that selling to factory line workers is different than selling to attorneys. How you dress and how you speak needs to be tailored to the employer's work environment.

Here's where knowing the employer is important. A law office, for example, may have a very informal dress code. Whatever the environment, follow the lead of the employer. You want employees to be comfortable with you and take you seriously. When communicating the benefits package, it is best to work with the employer to develop a list of the 10 most anticipated questions. These should focus on everyday scenarios, ranging from where an employee can go for treatment if injured, to how much of a co-payment is required to take a child to an annual health checkup.

In any case, brokers should tailor their dress and presentation to the audience and the environment.

Today's market is challenging and lucrative. By taking time to know and study an employer, then acting as a chameleon to best tell the benefits story, a broker improves his or her chances for success.

Darin O'Shea is a vice president with Smith & Co., in Denver. The company provides benefits consulting services for large and small employers. For more information, call (303)860-8900.