Unrivalled expertise
We’ve worked in partnership with our clients to deliver more than 90 scheme change projects over the past 25 years.
Turn a legal requirement into an engagement opportunity
Change is almost always viewed with suspicion – especially when it comes to changes in the workplace. And with multiple stakeholders, fast-moving deadlines, labyrinthine legal requirements and often limited resources, pension change always presents a huge challenge for those who are tasked with both delivering the process and communicating the outcome.
Consulting with employees during a scheme change project presents a golden opportunity to engage them with what is a hugely valuable part of the benefits package provided by employers. It is critical that this is done right – not just from a technical and legal perspective, but to ensure members and employees have real clarity about what it means for them, their families and their futures.
Reasons to consult…
- It’s best practice – even if there’s no legal requirement to do so
- It’s an opportunity to engage members and increase the awareness of their benefits
- It’s a great way to gather member feedback – then use it to shape your future communications strategy
Gallagher’s five steps to consultation excellence
Phase 1: planning
Setting yourself up for success
Fail to prepare, prepare to fail. This is a complicated process and the effort required to manage a change consultation in pensions should not be underestimated. Done well, this process has the potential to help you build a great platform for member engagement – so it’s worth investing the time upfront.
How to do it:
- Know your objectives – and your risks
- Articulate your business case
- Establish a plan
- Think about your timing
Phase 2: launch
Establishing trust and credibility
The business reasons driving scheme change are rarely going to result in increased member benefits, which is why pension change processes need to carefully consider the overall impression they give and the expectations that could be created through your messaging.
How to do it:
- Get your narrative right
- Deliver relevant messaging to each audience
Phase 3: engagement
Maintaining the momentum
Consultations are easier to launch than to sustain. The challenge of keeping people interested is a tough one, so plan regular communications to ensure members have the opportunity to digest the information shared with them – and that they understand how the changes might impact them personally.
How to do it:
- Monitor engagement
- Manage member feedback
- Adjust your messaging and tactics as needed
Phase 4: closing
Communicating the outcome
Your aim is to conduct a meaningful consultation, so it’s important that you carefully consider the feedback you have received once the consultation period has ended. It gives employers a good feel of what it is important to their employees, and sometimes making adjustments to the proposal can be a win-win.
How to do it:
- Play back member feedback
- Explain your decisions
- Announce next steps
Phase 5: next steps
Seizing the opportunities
Now that the consultation is over, it’s your responsibility to make sure you continue to make members understand what action they need to take. When communicating change, one of the biggest challenges is the engagement factor. But it’s important to remember that engagement and communication are two different things.
How to do it:
- Leverage the consultation to build interest and engagement
- Define your long-term engagement strategy
Set yourself up for consultation success
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