Study Finds 401(k) Plan Participants Want More Information

The majority of employees agreed that online platforms that provide financial advice, help them see all their wealth in one place, and are transparent with fees and investments will better help them invest for retirement.

A study backed by Forrester research and commissioned by Betterment for Business found employees in the study didn’t understand how fees for their 401(k) plans worked, were unlikely to get much value out of employer-provided education sessions, and mistrusted their plan providers—which they think are primarily responsible for decision-making about the plan.

Nearly 70% of employees agreed that online platforms that provide financial advice, help them see all their wealth in one place, and are transparent with fees and investments will better help them invest for retirement. Increasing employee and employer access to information and empowering oversight can help reduce risk for employers, the research paper says.

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One significant area of employee confusion around 401(k) plans is the role and responsibility of the employer versus plan provider in managing a company’s offering. The study found that nearly half of employees believe their employers are not very or not at all involved in selecting 401(k) investments. In addition, 62% said they believe their employer holds no legal responsibility for ensuring that the financial advice provided to the employee around 401(k) investments reflects their best interests. Fifty-six percent of eligible participants said they were skeptical that their provider would have their best interests at heart.

Most employers interviewed did not have visibility into what contributions or fund selections their employees were making on their accounts. Because overall retirement readiness involves considerations outside 401(k) participation—such as IRAs, spousal income, and other investments—employers said they had no way to effectively track all of these variables to help ensure their staff were prepared for retirement.

The most common way employers seek to change employee behaviors around retirement savings is through employee education sessions. These sessions are typically run by the provider or by their third-party advisers, either annually around enrollment time or quarterly. Two of the employers interviewed offer additional one-to-one guidance with an adviser representative for an additional fee, payable by the employee.

Overall, the employers had mixed reviews of the impact of these sessions. While many of the employers we spoke with said they had every indication the sessions were a success, others told us they were confused when the sessions didn’t have a greater impact on employee participation.

NEXT: Employees want more digital tools

Forty percent of employees in the study said they didn’t have access to education sessions or didn’t know if they were available, and one-third of employees who had access to the sessions decided not to attend them anyway. Only 55% of employees in the study who attend 401(k) education sessions said they found them valuable or very valuable. When taken together, employee-provided education sessions are only about 20% effective.

The study suggests there is considerable appetite among employees for enhancing digital touchpoints to provide more holistic, guided, and personalized experiences and advice. Fifty-five percent said having access to tools that gave the kind of personalized, contextual advice advocated within digital money management research would make them more active participants. Sixty-eight percent of employees said they would be more likely to review and manage their 401(k) plans if they had access to tools that would aggregate all of their financial information in one place, and the same number said tools that made it easier to understand and navigate financial decisions would drive more personal 401(k) management activities.

Employees who were least confident in their retirement outcomes were more likely to say they thought these kinds of tools would drive engagement with their 401(k) accounts. They were 19 percentage points more likely than retirement-confident employees to agree that tools that aggregate all accounts in one place would drive more engagement with their 401(k) plans, 16 percentage points more likely to say the same of tools that provided tailored advice, and 16 percentage points more likely to actively manage their plans with tools that made navigation and decision-making easier for them.

Forrester conducted an online survey of 305 full-time employees in the U.S. whose companies offer a 401(k) plan and interviewed seven benefits and compensation decision-makers or influencers at US companies. More findings from the study may be found here.

DB Sponsors Focused on Governance Have Better Outcomes

A study by State Street shows that a commitment to improved governance standards can have wider benefits for pension plans.

A study by State Street identified a group of “Governance Leaders” among defined benefit (DB) plan sponsors who will upgrade four or more aspects of their governance over the next year. “This group shows that a commitment to improved governance standards can have wider benefits,” State Street says.

According to the research report, leading pension funds may be able to enhance long-term outcomes for their members by upgrading their risk management capabilities and governance frameworks to support potentially value-added investment opportunities including allocations to more complex assets.

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Improving governance is clearly a top priority for all pension funds in the study. More than nine in 10 (92%) will upgrade at least one aspect of their governance approach in 2016. State Street identifies seven steps for becoming a governance leader:

  • Optimizing balance of responsibilities—board vs. management;
  • Increasing training / education opportunities;
  • Changing board member recruitment;
  • Revising incentive models;
  • Increasing transparency to members;
  • Increasing reporting frequency to board; and
  • Increasing autonomy of investment function.

Governance Leaders are focusing on pursuing new investment strategies, prioritizing risk management capabilities, hiring more risk talent and expanding internal investment capabilities, enhancing their board’s effectiveness, and improving funding levels.

Governance Leaders expect to eliminate their DB plan deficits more quickly than other pension funds in the survey—perhaps a sign of their ability and readiness to put effective measures in place. They invest in governance improvements and prioritize diverse risk management expertise across their fund. And they adapt their investment strategies to help manage any funding shortfalls and to balance assets and liabilities.

According to the survey, Governance Leaders’ governing fiduciaries have above-average general investment literacy, and better understanding of the risks facing their fund. They have strong capabilities and strategic vision compared with other respondents.

Governance Leaders are also significantly more likely to increase their exposure to alternative asset classes than other pension funds in the survey, and they show a greater appetite for environmental, social and governance (ESG) investing.

Governance Leaders give higher priority to a broad range of risks—including longevity, liquidity and investment risks—than other pension funds. This may help them to achieve stronger, more wide-ranging risk frameworks than other pension funds, State Street says.

State Street surveyed 400 senior executives in the pension fund industry in October and November 2015. The full survey report is here.

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