Since they were already familiar with and confident about the functionality of the Benefitsolver platform, the benefits team moved forward with discussions with Businessolver® about taking on the service for its US team members. As part of the fact-finding, both teams traveled to the internal service center and rolled up their sleeves on a joint assessment and catalog of all processes. “We really did a deep dive around what the transition would look like to make sure everything was clear and documented,” says the Senior Director, Benefits.
Once all the elements of service were agreed to, both teams worked toward getting the Businessolver member advocates knowledgeable about the new company’s benefits and culture. The team met the Businessolver member services advocates and personally delivered culture training.
The transition was a true collaboration, and the Senior Director credits teamwork with the success of the move. Her best-practice recommendations for other organizations considering the move to full outsourcing include:
- Stay aligned and in contact. When service first goes live, meet frequently—for example, every week for the first month. This ensure any issues are surfaced and corrections made quickly.
- Participate in training. Help member advocates to be an extension of your organization by delivering culture training and don’t forget the details, such as what you call your employees. This helps ensure your people feel like they’re speaking to a co-worker.
- Expect to stay involved. Just because service is outsourced, it doesn’t mean you’re washing your hands of service delivery. You’ll still be involved, but in a different, more strategic way.