Benefit Communications: A Test of Trust 

16 September 2025

Mary Pat Nimon:

 

A new baby. A scary diagnosis. A partner’s job loss.

 

These are the moments when employees don’t just hope they chose the right benefit plan. They look for reassurance. They don’t just check what’s covered. They look for a promise their employer is there for them.

 

In the past, offering a solid range of coverage options might have been enough. Today, it’s not. How we communicate about benefits has become a test of trust.

 

I’ve been noticing this shift in our benefit communications work at WordsFresh. Then I read two seemingly unrelated reports that made me think this shift is not as subtle as I thought.

 

The 2025 Edelman Trust Barometer shows just how quickly trust in institutions is eroding. The 2025 MetLife Employee Benefit Trends Study explores how employees are feeling about care and support in the
workplace. Together, they paint a new picture: Employees want more than policies. They want proof they matter.

 

In a Climate of Distrust, Open Enrollment Could Tip the Scale

 

According to Edelman, just 46 percent of U.S. employees trust their employer to do what’s right. That’s one of the lowest levels of employer trust across all the countries surveyed. And it’s happening in a climate where fear is rising — fear of job loss, economic uncertainty, discrimination and even whether leaders are telling the truth.

 

When employees are already feeling that weight, benefit communications that are too complicated, impersonal and cold can send the wrong message entirely, leaving employees confused, unsupported and less likely to trust that their employer truly cares.

 

In fact, some studies show that as many as 70 percent of employees say a bad open enrollment experience could push them to consider quitting.

 

The Perception Gap is Real

 

MetLife’s research shows a huge disconnect between what employers think they’re delivering and how employees feel. Nearly 90 percent of employers say they’re showing care for their people. However, only 52 percent of employees agree. Employers also believe they’ve earned employee trust. Yet only 60 percent of workers say they trust leadership.

 

Employers may be investing in great programs, but if employees don’t see or feel that effort, the impact is lost. That’s where communication comes in. Benefits only build trust when employees understand them, believe they’re for people like them and feel supported every step of the way.

 

Communication Often Misses the Moment

 

Even with the best intentions, benefit communications can be tough to get right. They’re complex, technical and have to cover a lot of ground in a short amount of time. During open enrollment, it often becomes a rush to deliver everything employees need to know, and that’s a higher priority than making the message clear, personal and meaningful.

 

But benefits aren’t just about policies. They’re about real lives. And when communication falls short, employees can be left uncertain about what’s available to them and doubtful their employer cares about them at all.

 

Why This Year’s Open Enrollment Matters More Than Ever

 

Planning for open enrollment is happening now, and this year brings a unique opportunity — and responsibility. Employees are approaching 2025 with heightened concerns about their financial security, physical health and overall well-being. Many are weighing benefit choices with greater scrutiny, and they’re more likely than ever to judge their employer’s commitment based on the clarity and care of the communications they receive.

 

What does that mean for employers? It means open enrollment isn’t just an HR milestone — it’s a culture moment. Employees will remember whether their company explained complex topics in human terms, whether leaders connected benefits to real-life needs, and whether the process felt like support rather than bureaucracy.

 

Done well, open enrollment can strengthen loyalty, improve retention and reduce the costly churn that comes when employees feel unseen or overwhelmed. Done poorly, it can deepen the perception gap and leave employees questioning whether their employer truly values them.

 

So What Can Companies Do?

 

If a bad experience with benefit communications can make employees quit, imagine what a good experience could do.

 

We need to treat benefit communications like what they really are: opportunities to show up. How we communicate makes all the difference.

 

That starts by speaking with empathy. Employees are navigating complex decisions that affect their health, finances and families. A well-written message should clearly inform, yes, but it should also reassure.

 

It also means not assuming everyone knows benefits lingo. Terms like deductible, formulary or out-of-pocket maximum might be second nature to HR and benefits teams, but many employees find them confusing. We need to make it easier for people to understand what their options mean and how they impact their lives.

 

And finally, it means bringing information to life with stories and real-life examples. Show what it looks like when someone uses their EAP after a tough month, or how an HSA helped an employee cover unexpected medical costs. These stories build confidence and clarity, and they remind employees these programs are meant for people like them.

 

When companies communicate in this way, benefits stop feeling like a maze and start feeling like support.

 

More than paperwork, a promise

 

Every benefits communication — whether email, video, guide or info session — is a chance to build trust or erode it. A chance to keep a promise or break it.
And in a climate where trust is scarce, that moment matters.

 

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Mary Pat Nimon is president of WordsFresh, a full-service communications agency that brings strategy, story and sizzle to Open Enrollment and Total Rewards communications. The company serves mid-size and Fortune 500 companies.

Written by: Editor