NQDCs Have Never Been More Popular. Is There Room for Them to Grow?

Trying to attract and keep talent, firms offering nonqualified compensation plans may need more innovation than expansion.

Art by Anja Susanj


As the labor market remains tight across many sectors, employers have sought ways to attract talent and keep their top people. In recent years, one tool of choice has been nonqualified deferred compensation plans, valued for their flexibility and low cost. But with the pressing need for talent retention now going well beyond top Fortune 500 executives, what’s next for NQDCs?

“The Great Resignation and the decoupling of the physical location from the work has really created a higher demand for retention,” says Tony Greene, senior vice president at NFP Corp., an insurance broker and consultant that offers deferred compensation plans. “There’s a fluidity, and senior people are the most fluid. Highly-compensated people are the ones with the most ability to work flexibly. We spend a lot of money recruiting key talent.”

Never miss a story — sign up for PLANADVISER newsletters to keep up on the latest retirement plan adviser news.

NQDC plans first emerged as a way for high-paid employees to supplement their retirement savings with earnings held for a later date with tax advantages similar to a retirement plan. With IRS rules capping the amount that can be paid into a 401(k), those workers were unable to put aside enough money to be sure they would keep the same standard of living during retirement. The NQDC option was a way to increase that savings pool.

As the benefit became popular at larger firms, it made its way downstream to smaller ones and to nonprofit organizations. 2022 data from PLANSPONSOR (which, like PLANADVISER, is owned by Institutional Shareholder Services Inc.) show that the assets held in NQDC plans has ballooned to $172 billion in 2022, up from $73 billion in 2013. The number of plan participants has also risen, topping 741,786 last year, compared with 714,242 a decade ago. Industry experts say the push is continuing this year, particularly as workers move between companies.

Pre-Pandemic Push

In the years before the COVID-19 pandemic, the aging of the workforce helped drive some of the take-up for NQDCs, but so did an increasing appreciation of key employees—a consideration that only became more acute as the job market tightened.

Employers are “very thoughtful about the fact that the people they’re doing this for have been important to the company, so they want to do something for them,” says Patti Bell, assistant vice president of advanced solutions at Principal Financial Group.

Greene, of NFP, notes that key people are worth more because they drive measurable value. In a small business, he says, losing one key person can mean losing a year’s worth of work. What’s more, replacing a highly-compensated employee can cost as much as two to four times each $100,000 of that employee’s compensation.

To some extent, the urge is felt more keenly at smaller firms than large ones, and even felt more at nonprofits than for-profits, experts say. While key employees may not fall prey to the same labor market whims as less senior people, the pandemic likely prompted a widespread reckoning.

“Key people aren’t going to go across the street for $10,000 more, but there is a concern that if their needs aren’t met, they might start to look around,” says Mark Ritter, a senior director with RSM US, an audit, tax, and consulting firm.

Ritter and others say the bespoke, customizable nature of NQDC plans is by far one of their bigger draws.

Principal’s Bell offers a few examples of the more creative versions she’s seen: a lump-sum payment offered after a year or two of employment that can pay down student debt for a sought-after attorney or physician; a similar arrangement that allows a second-in-command to buy the company from the owner, or to pay for a partnership stake. But with so much recent take up, could the recent rush into NQDC adoption be nearing a saturation point?

Some experts say it’s possible. Jason Stephens, senior director of the executive benefits practice at CAPTRUST, says interest has waned a bit for the benefit. He sees some of the big macro drivers, including the tightness in the labor market, starting to ease.

“You have to be considerate: When the market shifts, can you put these things back in the bottle?” Stephens says. “If you make a plan overly attractive in the current market, could it be richer than you intended? When we’re talking to plan sponsors, we always tell them to consider all that.”

Ritter echoes that, pointing out that NQDC plans, by definition, cannot be adopted widely, because once a certain threshold of employees is enrolled, it will no longer be considered a nonqualified plan, but instead be subject to ERISA guidelines.

An Evolving Benefit

While some experts are more focused on creative plan designs, Stephens thinks future progress will come from helping employees make better use of the plans they’re receiving.

“The challenge is [in not] designing a plan that might be too flexible for a participant to understand,” he notes. “Plan sponsors want to offer the flexibility, but also the education, to show the employees the value of the benefit.”

That means the next iteration of NQDC enrollments might include something like financial planning advice or access to a consultant who can help the employee manage the benefit, Stephens says. He also notes the broad wave of consolidation sweeping the employee benefits industry, impacting NQDC plan administrators in particular. Now, Stephens says, many administrators may have started as qualified-benefit shops and added a somewhat streamlined nonqualified practice along the way.

“Anecdotally, we’ve heard a lot of feedback about that: Is it a watering-down of the service model? It’s caused a little bit of consternation,” Stephens says. Some service providers are “not as robust as the original nonqualified specialists would have been.”

For his part, Ritter thinks there may start to be more explicit linking of the payout of the deferred benefit with some form of performance metrics, which he calls a “sensible best practice.”

Ultimately, though, he believes deferred compensation for key employees will always be a need: “You want to design these kinds of plans to excite people, not just to get them not to quit. I think they’re going to keep evolving as long as corporate cultures keep evolving.”

For NQDCs to Meet Growth Potential, Experts Turn to Customization

Less than half of recordkeepers currently offer “top hat service” for highly compensated employees.

Art by Anja Susanj


Nonqualified deferred compensation plans remain popular in drawing and retaining top talent by offering a savings program that goes beyond the limits of qualified retirement saving plans. But for the employee benefit offering to gain wider use, industry players are continuing to broaden the offering to meet the needs of a wider swath of employees.

“I think the gating factor right now is there are not as many providers as we probably need,” says Tony Greene, senior vice president of business development for group benefits broker NFP. “It’s been a small market, smallish market, and as the need for consulting goes up, my concern is always finding qualified people to do the work. This is not a business on the consulting side that you can automate.”

In 2015, the NQDC market accounted for $80 billion. By 2022, it had ballooned to $191 billion, according to PLANSPONSOR (which, like PLANADVISER, is owned by Institutional Shareholder Services Inc.) The leading firms by participants are retirement service providers Fidelity Investments, Newport Group and Empower, the research showed. That said, among the 40 recordkeepers that PLANSPONSOR reached out to, only 17 reported having NQDC clients.

According to industry players, continued growth in the space will come from being able to offer the service to a wider range of employees, with the ability to customize to an employer’s needs.

“Anything that we can think up, or the consultant can take up at an organization, we can put it on our platform and do the administration for that particular plan design,” says John Baergen, senior director of nonqualified plans at Principal Financial Group. “So that gives us a lot more flexibility, which allows plan sponsors to really dial in exactly the kind of features that they want in their plan.”

Meeting Needs

Specializing in nonqualified services, Principal has a consulting team with a dozen staff that average 25 years of experience. Notably, the firm has an administrative platform that can perform anything that 409A plans provide for, according to Baergen.

Principal also provides all model documents, accounting features and trust services. Baergen says the latter is known as a “rabbi trust,” because its first usage was by a synagogue for a rabbi, but it is technically a grantor trust, which is a way to add some additional security to a nonqualified plan.

Greene of NFP says his firm is not only focused on retirement saving add-ons, but also on addressing the areas where qualified plans tend to leave the highly compensated employee group disadvantaged: executive disability and executive life insurance. Greene says the firm is reasonably unique in that there are not very many independent providers, meaning not owned by a 401(k) or qualified plan provider, in the marketplace.

“We’ve stayed independent, because we feel like it’s a good place to be. We’re carrier agnostic,” says Greene. “We can work with anybody that’s important to us. We think that sort of freedom to always be making an informed decision for plan sponsors is critical to our long-term success, our plan sponsors’ long-term success.”

Customization is key, but there are challenges of both service, regulation, and communication that may stymie growth in the space.

Plans can also be designed to include an employer match, or to have employer-paid benefits without the employee deferring his or her own compensation, according to Alex Watson, business solutions group director for Nationwide, wrote via email.

“Employers have a great deal of flexibility in the design of a NQDC plan and can tailor each agreement to meet the needs of key employees,” he writes.

Nationwide also notes that NQDCs are not subject to ERISA rules, allowing for fewer restrictions on customization and fewer reporting requirements.

Want the latest retirement plan adviser news and insights? Sign up for PLANADVISER newsletters.

Top Hat Service

Greene says the biggest challenge is that an NQDC is a “top hat plan” only available for higher-paid employees, so providers must, by statute, limit who has access.

“Let’s say you’re a company of 300 employees: You’re picking out the 15 people that are most critical, and that can be challenging,” Greene says. “You’re figuring out, ‘What do we got to do that’s different to keep them here as long as we want them to stay?’”

Greater use of NQDC plans will depend upon them being offered easily to a wide range of people (currently they are typically offered to employees making at least $150,000 per year), but companies are not allowed to offer them to all employees, lest they violate the Employee Retirement Income Security Act.

Firms receive an exemption from ERISA to be able to offer the plans, and Baergen says the rule of thumb is making NQDC plans available to about 10% to 15% of the employee population.

“If you allow 40% of an organization to participate in this plan, then it’s too much, and you risk the Department of Labor [investigating] or risk a lawsuit from the [other] employees,” says Baergen. “These plans have a different level of risk associated with them.”

Baergen says another challenge he has come across is communicating NQDC features to clients. They often do not take time to understand the features that can be customized to their financial situation.

“It’s funny: Sometimes we have HR staff that will come back to us and say, ‘So my CIO is upset because he didn’t realize that we had the nonqualified plan, and you could do all this stuff,’” Baergen says. “We’re like, ‘Well, you sent him the material, you told him when the thing was, and [he] just didn’t take the time to just stop and really take enough time to really understand what the features are.’”

Future of NQDCs

Baergen and Greene are both confident in the expansion of NQDC plans. Principal had a record year in 2022, says Baergen, as the firm put in more plans each year in the last three years than ever before. He cites the “historic turnover” in the labor market as a driving force for NQDC plans.

“What happens is: Executives over at this company have a nonqualified and goes over to another company that doesn’t, and they’re like, ‘Wait a minute, nonqualified is valuable, we’ve got to add one here,’” Baergen says. “I think that drives additional implementation of plans, especially in organizations that don’t already have one.”

Greene says there were many more providers when he first entered the business, but many of his competitors from 10 years ago have been bought by insurance carriers and qualified plan providers. He tries to seek out opportunities to educate more people about the industry.

“I think our challenge as an industry is educating and bringing that next generation of consultants and folks in the business along,” he says.

«