Managing employee benefits: Helping employees help themselves Podcast Transcript

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1 Managing employee benefits: Helping employees help themselves Podcast Transcript Richard K. Baily Vice President - Business Development Xerox Global Manufacturing Account Organization Rohail Khan Executive Managing Director - Total Benefits Outsourcing ACS, A Xerox Company July 2011

2 Health and wealth: Effectively communicating with employees Part 1 (Transcript) Lori: Thank you for joining this Thought Leadership podcast. I m Lori Webster from Xerox and our topic today is focused on how we help companies effectively drive employee engagement. Our experts will discuss trends, implications, and significant improvements that can be made to create better experiences and better experiences and outcomes for the organizations themselves. Listen in as Rich Baily, Xerox Vice President of our Global Account Manufacturing Organization and a leading expert on transformative outsourcing, and Rohail Khan, Executive Managing Director of Total Benefits Outsourcing for ACS, a Xerox company, engage in an informative discussion. Also, be sure to visit for white papers, videos, additional podcasts, and to hear other thought leaders express their opinions on a wide range of topics. Without further delay, I d like to hand it over to Rich and Rohail. Welcome. Rohail: Thanks, Lori nice to be here again. Rich: Yeah, thanks Lori. Rohail: I thought we d start out with looking at some major trends that we re seeing in benefits administration globally, and the first and foremost trend that we see when you pick up any publication in the U.S. is that of convergence of healthcare and the escalating costs that healthcare is going to create for us and create for every organization and their respective employees. One of the biggest challenges that we ve seen historically is one of How do we help organizations and employees create better execution around their spend in healthcare?, and that s clearly around focusing on wellness; focusing on helping employees take control of their future health and, as such, reduce the cost and the burden not only from their own pocket, but also from the cost of the subsidies that are paid by their respective organizations. That s happening on one side of the fence, and the other challenge that we re seeing and it s a trend that we re seeing very materially in Europe and one that we will start to see come to the U.S. and that is around pension risk. Long gone are the days where a pension could sit as an asset or a liability on a balance sheet and not be factored into the earnings that an organization had to represent. About three years ago, when the mark to market scenarios started and pension reform started, the actual liabilities of pensions became a relevant part of an earnings requirement and an earnings disclosure, and I think we ve seen clearly in Europe as well as in the U.S. organizations struggling with Well, how are they going to manage their pension risk? Now this becomes very important on a couple of levels, right? The CFOs are sitting there today thinking If I have a dollar to spend, do I spend it on something that will generate revenue, like a new product or a new service or more employees? On the sales organization? More R&D? Or do I spend it on the escalating costs of healthcare? Or do I spend it on the fact that I ve got a pension that s under-funded and I need to fully fund that pension before somebody legislatively asks me to do something more draconian? And I think what we re seeing nowadays is these two major efforts, one around healthcare, one around pension and savings, starting to come together, and one of the challenges that we re seeing and we re helping our clients navigate is this convergence of health and wealth because, again, 15 years ago, 10 years ago, you could make a decision around healthcare and you could make a decision around your savings for the future and you could have done them very separately and you wouldn t have had to worry about the interoperability of those decisions. Now those days are gone because as employees are now thinking about their retirement in the future, you have to have a view as to the expectation of life, the expectation of quality of life, and ultimately the fact that you re going to have to fund ** employee more and more of that spend over the long term based on some of the programs that may be cut in the future around Medicaid, Medicare, etc. And it d be interesting, Rich, to get your sense because I think as we ve seen those come together, the challenge is at the employee level they re at the center of that conundrum.

3 Rich: You re absolutely right, Rohail, and all the things you said are very relevant today, and a key part of the discussions we re having, particularly with some of the manufacturing accounts that I deal with and a key point that a lot of these manufacturers are focused on right now is how to effectively communicate and engage their employees in that discussion,* both their current employee base but also their retirees because one of the ways to help mitigate some of these cost pressures and concerns organizations have is to proactively have an impact on employee behavior so that they can minimize their costs for long-term healthcare, long-term support of the employee base. And it s important to build integrated, effective communication processes and systems to enable this to happen. While we need to have integrated systems, the method of communication isn t always the same so for example, a retiree, oftentimes without Internet and typically with no access to an employer s internal systems, we need to communicate via hard copy, typically through the mail to reach that employee base or that retiree base, I should say. For maybe older employees or the Baby Boomers, it s an integrated process of both hard copy and internal online systems that we can use to communicate and influence behavior. Oftentimes we re finding that spouses have a significant say in how benefits are managed and accessed, and obviously they don t have access to our internal systems. But increasingly, we re seeing younger workers, younger employees in the workforce all that communication for them is typically online, and increasingly they want communication mobile; they want to be able to access it from a Smartphone or their laptop. Regardless of where they are, they want to be able to have access. So I think the critical point that these organizations are trying to get to is effectively designing communications and engagement processes to encourage the positive behavior that they re expecting. Rohail: I think that s an excellent point, Rich, and I think in our world of benefits administration, we re seeing that come together because as you said appropriately, the Millennial s and the Gen-Ys will interact with information in a very different environment, and it s through smart technologies, it s real-time access that s their desire, right? They won t be tethered to a desktop unit. They re very mobile and expect that in the world of today when I can buy something from Amazon, do online backing, they view that as a normal requirement that their organization must solve for as well as it relates to serving them from an HR perspective. And I think what we re seeing and we re very excited about is the opportunity to roll out our Life at Work portal because it does, I think, exactly what you ve just outlined, that the manufacturing organization and our world the resource companies, the financial services companies, the high-tech companies we re seeing consistency in the marketplace around that demand. They re saying No longer do I want to have to have my employees navigate 10, 15, 20 different websites even if it s a single sign-on kind of environment because that still gives them a different touch and feel every time they go to a new site. What they re saying is I want to be able to start to control that experience and I want to take what today is probably too much information and allow them to filter it to make it unique to that individual and unique to that specific event that the individual is focused on. And at our Life at Work portal, what we ve done at Xerox is we ve started to contemplate a design that allows an employee, irrespective of the personal or professional event that s going to require some HR activity it s allowing the organization to say Okay, Mr. or Mrs. Employee, you can go to this one place; it s the same branding, it brings together the same information, but it brings it together in a manner that is much easier for you to navigate, it s much more consistent in its touch and feel, and it allows them to make as you said, Rich a decision that is in line with the decision they should be making. I think today what we re finding *as we ve come across in clients who are not with us today but who are with incumbents that we went against, they re telling us that the employee experience through your self-serve portal and then that employee experience is carried through the Web and the click-to-chat environments we have as well;* it s much more seamless, it s much more integrated, and it s simpler because I think in the world of benefits administration, the desire is get the person the information, get it quickly, get it consistently, and then get them out of the system. So they re in, they get done what they need to get done, and then they get out and they can move on with their day-to-day life in terms of their corporate responsibilities. (Complete Part 1: 8:52)

4 Benefits Portal: a single source for future planning (Part 2: Transcript) Rich: Yeah, Rohail. And I think the other piece I would add is that employee engagement shouldn t just happen in November and December and annual benefits enrollment time; that that should happen throughout the employee s entire stay with an organization. And so not only are we seeing health and wellness and long-term 401(k) and pension and other types of financial systems being integrated together; we re also seeing learning systems, employee development and personnel development systems and processes being integrated together because we want those employees to be obviously healthy; we want them to be financially secure; but we also want them to develop over time. And having a centralized facility or centralized process where employees are engaged continuously throughout the year is extremely important. Rohail: I think you re absolutely right, Rich. You know, one of the interesting things I think it opens up to your point around the learning environment, the performance environment this is a broader issue than just benefits, as you said. It is really something *that* I think for the first time we ve got a solution that allows us to address something that I think organizations have been struggling with for decades: How do I create a seamless, integrated HR experience that s meaningful and enables an employee to do the right thing across a host of HR-related services? It really kind of now changes, I think, the opportunity around the historical HRO models. There was a time in the early part of last decade where these galactic HR outsourcing opportunities were out in the marketplace and organizations were trying to consolidate all of their services with one supplier, *and the challenge was that the disparate systems, as you mentioned earlier on the call, and the fact that they weren t integrated, nor was the technology, I think, from a portal self-serve perspective mature enough to now create the solutions that we have today potentially because in the past they had to do this kind of very ineffective navigation and it was very clunky, or kludgy if you will,* because the employee had to seek and search out the information they required, whereas now I think we have the opportunity, through some of the data analysis and data mining capabilities that we have, to bring that information in a much more relevant fashion to the employee at the time they land on the portal page. And it s almost looking at some smart technology. You know, one of the areas we ve been exploring with the *Park Center* in Palo Alto is this notion of affinity algorithm. It s a very interesting concept right? where an employee has a series of events that he goes through and those events are now captured from a data perspective and you start to aggregate events together. Think of it as an example of an employee gets married and he comes to us and says Oh, I want to add my spouse to my insurance plan and then there s an elapsed time of five, six, seven months where they do a series of other things that were related to that marriage event; they ve started to think about family planning, could have thought about career development, upgrading their skill sets, looking at additional coverage in terms of life insurance, etc. a series of things that had just a series of elapsed time, but there was no reason that all of those events could not have been aggregated the first time that that individual called. The problem was historically we ve never had enough insight into What are all of the downstream events that actually get triggered when a certain life event or a professional event occurs? And this is what we re working with the *Park* team around is this How do you create a level of affinity around this event and start to present to somebody who initiates an event a similar set of outcomes but now compress the time and you make it a very meaningful, holistic experience versus one that would have taken five to seven, potentially even longer, to actually execute? Very interesting things that we re talking about.

5 Rich: Well, that s interesting. I like the fact that you re working with some of the researchers on some of these innovative processes and capabilities we can bring to the market and I think employers in general are looking for that. I mean, *we live in the* knowledge economy. It s a global economy; we re competing 24 hours a day all around the globe for resources, for capital to invest in our businesses. In fact, I think employers today are expecting the employee to be more entrepreneurial and more collaborative in how they do their jobs. They re not looking for employees to come in and punch the clock; they re looking for employees that can drive their organization to the next level, and I think it s an interesting time because employees are looking for the same thing. Employees are obviously much more likely to have multiple jobs in their career than they were maybe 25, 30 years ago, and employment in general is a lot more volatile today than it was 20, 30 years ago. So I think all the systems and all the processes that we re bringing to the table are creating enablement for the employee to have this entrepreneurial approach to manage their wellbeing their health benefits, their financial well-being, but also their long-term careers. So I think we re seeing a convergence of the tools, of the expectations of employers, and the expectations of employees today coming together and I really like some of the solutions that are creating that enablement. Rohail: Lastly, I think you ve hit on something spot on and it s the behavior that we re seeing, right? There s a clear wake-up call in the marketplace, and it was interesting over the last couple of weeks, we ve had some sales pursuits where the organizations we were pursuing who are not current clients of ACS Xerox, they were concerned about the risk in changing providers, and we actually turned that around; we said You know, the reality is the risk isn t in changing; the risk is in not changing. *So the issues* that you mentioned, Rich that these are folks who with the service from their incumbent have almost been lulled to a level of complacency. There s been no innovation; there s been very little thinking about How do I help you, HR executive, think differently about people enablement strategies that are key to what is going to make you a successful organization and a vibrant organization going forward?, and there are incumbents, at least in the benefits outsourcing space that we ve seen, who haven t been able to have that conversation. So our push is one of saying The risk is here. Now the risk you have to address is how do you address the challenges that you re going to have going forward by doing more of what you ve done historically when you know historically you haven t addressed what needs to be done? So thereby the risk is in not changing providers, and when you come to an organization like Xerox you have the ability to be involved in very innovative design, very innovative solutions, as you said, Rich, across people, process, technology, and service delivery that brings all of those things together in one spot. Rich: Rohail, I agree, and I think now s a good time to kind of wrap up our discussion. I think we re both bringing some interesting ideas to the table. I really like the ways in which we re helping our clients drive greater productivity for themselves and their employees. So I look forward to working with you on future exchanges. Rohail: Look forward to it as well, Rich it s always a great exchange. (end of recording) 2011 Xerox Corporation. All rights reserved. XEROX, XEROX and Design are trademarks of Xerox Corporation in the United States and/or other countries.

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