Measuring Retirement Readiness Key to Clients’ Workforce Management

Waiting until a plan sponsor sees that employees are not retiring on time is too late to manage the pipeline of talent, and having employees unexpectedly retire early can cause disruption to business units or divisions and to talent transitions.

“There are numerous reasons why employees today are commonly working to older ages than in the past: people are living longer, they are healthier, and advances in technology have eliminated many barriers to continued employment,” states an Insights and Strategies publication from Sibson Consulting.

It continues, “However, organizations that understand their employees’ retirement situations are better equipped to predict and address problems that could alter the natural progression of the workforce. One such problem could be a potentially less-productive portion of the workforce made up of employees who would like to retire but who are not yet financially prepared to do so. Another problem could be skill gaps that occur if employees retire earlier than expected.”

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Jonathan Price, Sibson Consulting vice president and consulting actuary in New York City, notes that if Baby Boomers are not ready to retire on time, it hurts the younger generations’ career progression. “Younger generations may not wait—they may leave or become unengaged,” he says. In addition, the Sibson publication says, employees unable to retire on time may consume a disproportionate share of the organization’s resources in the form of higher salaries and benefits.

According to Price, when plan sponsors look at retirement readiness, the conventional wisdom is just to confirm they are ready to retire on time, but they need to also consider if employees are ready to retire earlier than the employer expects. “If employers are unaware of employees’ early retirement, it can create gaps in knowledge and disruption to business units or divisions and to talent transitions. The costs of rectifying after the fact are high,” he says.

A Willis Towers Watson survey found that among employers that offer both a defined contribution (DC) and a defined benefit (DB) plan, 39% view their employees’ retirement readiness as a current business risk, and 44% project that it will be a risk within two years.

Measuring retirement readiness

Price says there is a spectrum of measuring retirement readiness, from anecdotal to calculations. However, waiting until a plan sponsor sees that employees are not retiring on time is too late to manage the pipeline of talent, so plan sponsors need to incrementally address this as employees approach retirement.

Retirement plan providers offer many tools or calculators to measure employee retirement readiness. According to Price, some measure income replacement ratios, while some measure a wealth accumulation factor—which is a participant’s account balance divided by pay.

The Congressional Budget Office (CBO) noted in a report that although a common rule of thumb is that replacing at least 70% of gross preretirement income would avoid a marked decline in retirees’ standard of living, that specific goal is not appropriate for all people. To better capture the diversity of people’s circumstances, researchers have developed a range of target rates that vary with individual characteristics, such as marital status, lifetime income, and homeownership. In addition, without the ability to adjust factors used in replacement rate planning tools, workers may over- or under-estimate how much they need to save for retirement, the Government Accountability Office (GAO) concluded in a report.

According to Price, one can find advantages and pitfalls of each type of numerical factor. Sibson has a grading system that reflects expected retirement readiness, which could be a replacement ratio, but also factors in uncertainty—what is the probability of getting there? “For example, for a 45-year-old, there is some probability of having an 80% replacement ratio at age 65, but what is the variability of possible outcomes? An employee may have a range of 75% to 85%, but also a range of 40% to 90%. Employers need to know that,” he says. “They need to know: What is the expected replacement ratio; what is the likelihood of attaining that; and what is the variability of outcomes.”

Some providers and industry representatives are creating retirement readiness measures that factor in the likelihood of attaining retirement readiness—looking at changes participants may make in their working lives and savings habits.

Christine (Chris) Lange, SVP, digital solutions, retirement at Voya Financial, based in Windsor, Connecticut, says translating retirement plan participant balances plus future contributions and outside assets into how much monthly income they are going to have to sustain them for life so they can retire has been very successful. “We’ve found that when participants see this they are inclined to take action because they realize they are not only increasing their balances but purchasing future income so they can retire,” she says.

Voya rolled that up for plan sponsors so they can see through data visualization where their employees stand in terms of their ability to retire. “Sponsors can see who is on track and who is not. It allows them to do targeted messages and work with certain employees,” she notes.

Although Voya’s tool defaults to a specific retirement income replacement rate, the participant and the plan sponsor can change it. “Everything the participant does is shown in the context of how it affects retirement income—the impact of participating, taking a loan, etc.,” she says.

Helping participants get to retirement readiness

Tom Armstrong, VP, customer analytics and insights at Voya Financial, based in Braintree, Massachusetts, says not only do plan sponsors want to know employees’ retirement readiness, it is helpful for them to understand how participants get there—what are the key things influencing how participants are getting there?

Lange adds that replacement income may be a primary measure of retirement readiness, but financial wellness and employee engagement are important, especially in helping employees make decisions.

Armstrong says the Voya Behavioral Finance Institute for Innovation has done a decision style analysis of participants and found that those who are more reflective have better outcomes. “We packaged those findings to provide plan sponsors information about how plan participants are making decisions—their decision styles and how plan design changes can improve their ability to retire. “Our research solidifies that when we get participants to make decisions in a digital way, it can determine if they are reflective in their decisions,” he says.

For example, according to Armstrong, if a participant is moving a slider in the retirement readiness tool to increase or decrease their savings rate, they are immediately using reflective thinking to see how saving more would help. Many are using this to move their retirement date earlier. Voya provides to plan sponsors how participants are engaging in these tools to improve outcomes.

Lange says this all ties into workforce management. If an employee plans to retire earlier and the employer wants to retain them, that is something the employer should address. If employees are retiring too late, it makes employers more keen on making sure employees are ready to retire and can make a choice when to retire.

Price points out it is important for plan sponsors to realize this is not something they wait until an employee is retirement age to consider. “Employees need to know how to manage retirement readiness themselves. Employers need to be able to communicate to Millennials and Generation X what actions they need to take now to improve their retirement readiness,” he says.

Some See the Stars Aligning for a New Pension Protection Act

Two retirement industry thought leaders reflect on the year that was; both agree there is a tremendous opportunity to drive positive change in 2018; might a “new” Pension Protection Act be on the horizon?

It is a common habit of journalists, as the winter holidays approach, to pause for reflection and attempt to distill the top trends and lessons learned in the previous year—and to forecast, however fortuitously, what the next one might bring.

This is also a habit of chief executives and boards of directors, confirms David Musto, president of retirement plan and college savings platform provider Ascensus. However, as Musto frankly observes, abstracting lessons from the 12-month whirlwind that was 2017 is not exactly easy to do for retirement and benefits industry professionals. The year brought challenging and unresolved debates about the role of government and employers in providing health care; a continuation of the glut of retirement-focused fiduciary litigation in courts across the country; and disappointingly little attention paid to the projected Social Security shortfall.

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Despite these challenges and many others, Musto also points to real sources of optimism for 2018. Perhaps chief among them, the recent introduction by Representative Richard Neal, D-Massachusetts, of the Automatic Retirement Plan Act of 2017, which in a phrase would require nearly all employers to have a retirement plan, either a 401(k) or 403(b) plan, and automatically enroll participants into the plan. Musto, some would say wisely in the current environment, refrains from “political handicapping” the likelihood of Congress taking on any stand-alone retirement legislation during 2018. Although he speaks highly of Rep. Neal’s approach to key reforms, Musto admits he is “unsure but optimistic” about the prospects of the bill’s passage in 2018.

“However, as I have been following the reporting that is out there on all these issues, I think there is another important story going on in the background that deserves attention,” Musto explains. “In the last couple of years there has been a new consistency to the voice of industry experts in advocating for the needs of retirement plans and participants, and I find this to be very encouraging for the future. This has helped to ensure that the tax reform effort, for example, does not seem to be targeting retirement plans in a negative way. This is one of the important stories for me for the next year. We’re seeing the public and private sector get more aligned around the desire to get more Americans engaged in retirement savings.”

Musto says the Automatic Retirement Plan Act, as introduced by Representative Neal, would support this burgeoning collaboration in more than a few key ways: “When you look at this and several other related proposals aimed at expanding access to open multiple employer plans (MEPs), which would not have an employer commonality requirement, and the growing emphasis on health savings accounts, it all shows government and industry working together in constructive new ways. And then within the education sphere, we see broad enthusiasm for increasing the use of 529 plans—for college and for other forms of tuition, such as for elementary and secondary school, as well as vocational programs.”

Summing it all up, Musto says the stakes are very high heading into 2018 for the employee benefits industry. Readers may recall there was a similar surge of interest/discussion bridging the public-private divide that helped propel the Pension Protection Act (PPA) of 2006 into law, under a Republican administration no less. 

“The evidence is so clear that requiring employers to step up and offer automated retirement savings would benefit a very large number of people,” he says. “When you consider the very long-term financial outlook of American workers, few other legislative changes we could make today would have such a dramatic positive impact for our country. Where employers have embraced this philosophy and embraced the PPA, younger workers are benefitting hugely from auto-features.”

Like other retirement industry executives, Musto argues increased savings via new employer-sponsorship mandates would be a boon to the overall U.S. economy and promote healthy capital markets. Also like other thought leaders, he warns about “thinking in terms of ‘either/or’ rather than ‘and.’”

“What I mean is that improving the U.S. retirement system will require a combination of solutions,” Musto concludes. “So this could mean combining open MEPs and traditional 401(k) plans.”

Different firm, but a similar take

Reflecting on the same set of subjects during another recent interview, Melissa Kahn, managing director of retirement policy for the defined contribution team at State Street Global Advisors, also voiced equal parts concern and optimism about what 2018 may bring for the retirement planning community.

“I would classify myself as optimistic that we are in for positive change,” she says, citing, like Musto, a newly emerging unity among industry advocates and government stakeholders. “For months the retirement community was very concerned that there was going to be ‘Rothification’ in some form included as part of the ongoing effort to cut taxes. At the time of this conversation, this seems to not be happening, and there have been various causes cited here. I agree that a more unified industry advocacy community helped, but I do also think the president and some individual Congressional members deserve some credit for speaking out on Twitter and to the public against this possibility.”

Kahn says it was particularly encouraging when she turned on the television one morning not long ago and saw “Rothificaiton” being discussed as the main topic on the Today Show, and there was clear concern about what this would do for people’s workplace savings habits: “When I saw that I was kind of blown away—I thought to myself, our issues are finally getting the mainstream attention we know they deserve. This is fantastic.”

“Having said that, I think that we should be very clear about the risks and opportunities we face next year,” Kahn continues. “It has been 11 years now since the Pension Protection Act was signed, so I really feel like we are over-due for major retirement legislation. There has been so much that has happened in the last 11 years in terms of industry development of best practices. So we owe it to ourselves to follow up on the success of the PPA.”

Hedging her predictions with a healthy dose of caution, Kahn speculates that, to some degree depending on the outcome of the 2018 mid-term Congressional elections, “we could see something major take shape next year akin to a new PPA.”

“I can’t say strongly enough how much we applaud Congressman Neal and his staff for their efforts here,” she notes. “They really introduced what we consider to be quite bold legislation. There are many key provisions in there, but in my eyes perhaps the most crucial item in there is to take the automatic individual retirement account idea and go a step further—which would mean creating an automatic 401(k) requirement for all employers. Instead of having to auto-enroll workers into an IRA, this would establish that any employer that doesn’t currently offer a tax-qualified plan for their workers would have to do so. And the auto-enroll would be significant, at 6% and escalating up to 10% over three years.”

Naturally, some of the same groups who have so dramatically opposed President Obama’s signature Affordable Care Act, viewing it as a government overreach, are likely to oppose the Automatic Retirement Plan Act. From Kahn’s perspective, she looks forward to participating in this healthy debate, and feels the side in favor of passage of a new PPA can ultimately win the day.

“When one projects the future of Social Security, Medicaid and other entitlement programs, we simply do not have a choice but to act now in a dramatic fashion to increase the amount and consistency of individual savings,” Kahn says. “It won’t be a slam dunk in 2018, but I think that what Congressman Neal is doing here is an honest attempt to help solve the retirement plan coverage gap, and for that reason it could go a long way even in today’s political environment. There are helpful exemptions programmed into the bill as well that could ease the initial burden for small employers.”

Specifically, the Automatic Retirement Plan Act largely excludes any employer with fewer than 10 employees, governments, church organizations, as well as employers with fewer than three full years in business.

“We see Representative Neal’s bill as being very thoughtful and workable here,” Kahn adds. “Even after these exclusions, the bill provides additional tax credits for helping to defray the cost of plan administration for the first five years. So you have really an eight-year window to prove a business is viable before having to fully commit to offering a plan—and then for the employers who continue down this road, they have no requirement whatsoever to make matching contributions. But if they do, they get a tax credit for that as well.”

Kahn says the other main takeaway is the “boost to the open MEP discussion.”

“I really do see open MEPs as the future—and not just for small employers, as we are hearing about today,” she explains. “Further down the road I think it’s going to be mid-sized and even large employers as well who are attracted to utilizing the open MEP approach. I think that employers of all sizes will see value in offshoring the administration of the plan, picking the recordkeeper, the selection of a fund menu, and all the other details that go along with being the fiduciary plan sponsor.”

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