Improving Employee Benefits Engagement Through Communications
16
Nov 2023
CPHR Alberta
133
Author: HUB International
Workers can’t engage with benefits they don’t know about or how to use. Yet communications and engagement with benefits can often be an afterthought to an organizations’ overall strategy when the ultimate goal is to drive quality employee experiences.
Getting it right can have a huge payoff. And there’s indications that benefit plan sponsors and members know targeted communications are key: Nearly eight out of 10 Canadian plan sponsors are interested in sending targeted benefits communications to plan members, while 62% of plan members would consent to receive targeted communications based on their personal use of benefits. 1
Delivering strong co
mmunications
The best recipe for strong communications for engagement with benefits starts with identifying the audience — not only who works at an organization, but speaking to the stage of life they’re in, knowing what benefits they may resonate with and what type of platforms are best for delivering those messages.
Often, how communications are delivered is as important as what’s being said. Workers need to access information on their terms, rather than having information dumped on them. This often overlooked aspect of communication is key to appreciation of the employee benefits program.
Consider some of the factors that need to play into the communications strategy:
Improving employee benefits engagement through insights
Because employees are often segmented into large categories, it inhibits an organization’s ability to target communications. For instance, simply dividing employees by age does not mean each person in a given age group will respond to a certain message or type of communication.
Such segmentation does not account for a person’s lifestyle, motivations or where they are in their career that influence their preferences on benefits.
Generational segmentation is one, of course. But not every Millennial has the same hot buttons or interests, and not every Boomer is a technological laggard. Understanding employees’ needs at any given time of their lives through persona analysis
helps identify the right benefits and communication opportunities to generate engagement.
Access on demand and related issues
Good communications creates trust, but what exactly is “good”?
Good starts with delivering information on employees’ terms, making information easy to find and in a format that suits them. Service portals and web guides will have higher usage if the portals have mobile components that appeal to certain workers.
To boost employee benefits engagement, organizations need a multi-channel communications strategy, aligned to the employee population’s interests and preferences. Choosing the right channels is important: For example, 75% of employees would rather view a video explaining benefits than read an email or text.2
Language and tone are important
And finally, language is important. What people want is information on their terms, that doesn’t stereotype or make assumptions about them.
It usually entails straightforward and short sentence structure and verbiage; simplicity is best. Communications that seemingly embrace a stereotype (“You will like these benefits because you’re in XYZ group”) or that is too general (“Employees in your age group”) are less likely to resonate.
HUB International’s employee benefit specialists consult with employers of all sizes and in all industries on every aspect of employee benefits program planning and management.
1 Sanofi " The 2020 Sanofi Canada Healthcare Survey ", 2020
2
Vimeo, “ 2021 Communications statistics in the workplace,
” May 18, 2021.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps. Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions. These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
