August 20, 2020
Once contract negotiations are finalized and documents executed, work has just begun. To realize the benefits of a global broker strategy, implementation of the selected provider requires coordinated and collaborative project management. Also, ongoing relationship management, expectation monitoring and strong communications between the company and the broker are key to success.
Given the complexity of global benefits, companies need to leverage brokers to allow them to get the workload done across multiple geographies. To optimize a global strategy with line of sight across these programs, a global broker arrangement is often a preferred route for governance. This preference is often driven by the company’s desire to implement its global strategy more effectively, which requires access to data, analysis and proactive decision-making. The latter requires clear expectations, robust technology and a strong account management model to form a strong relationship between the company and its global broker partner. Complex requirements necessitate nuanced solutions and alignment for joint success.
What is the biggest differentiator for a successful global broker relationship? According to employers, it’s an effective arrangement with their account managers. The importance of this role(s) should not be underestimated. This person is an extension of your team, and therefore must be aligned on strategy and priorities, and be positioned to build relationships in order to coordinate messages across regions and communicate effectively with their internal stakeholders and with the company, which is their client.2 As such, a best practice is to have a voice in the selection process, focus on ongoing management of the relationship and discuss expectations should turnover of this critical role occur.
With a global broker relationship, having the right account manager can truly make or break the partnership. Depending on the organizational structure, some companies have both global account managers as well as regional account managers.5,7 One company has its global broker provide two candidates per region for its regional heads to interview to make sure personality and expectations match.7
Preferred Account Manager Qualities
When employers were asked what qualities they attribute to a good account manager, they reported:5,7
- Understanding of the market;
- Proactive strategic consulting on issues coming on the horizon;
- Ability to highlight regional needs, changes to labor and legal requirements;
- Capable of rapid response (i.e., doesn’t need to be instant solution, but can acknowledge the situation, give status updates and a timeline for the solution where possible); and
- Understanding of the company’s culture, values, strategic vision and pain points (e.g., quality might be priority over cost).
One company noted that its desire is to feel as though it is the account manager’s only client, while recognizing that is not the case. A responsive account manager allows the company to feel better equipped to respond to its stakeholders in an accurate and timely manner, if the global broker is responding quickly to them.6,7
Onboarding Succession Process
As people advance in their careers, companies may lose their account managers as they rotate to other opportunities within their own company. The struggles that companies often face is feeling like they are starting from Day 1 as they onboard a new account manager.5,6 In some cases, companies have shared frustration in not finding out about the change until the new account manager is on a call.6 The opposite is also true, where the company’s personnel change roles or companies, and new colleagues assume the global and regional roles. With personnel changes on either side, it is critical to have an effective transition plan to have an uninterrupted experience with the global broker relationship.6 As part of the SOW, companies and brokers will want to identify what a succession process looks like, including transition planning, communication protocols and expectations of the new account manager.
The account manager is the gatekeeper is to the broker relationship. Having one that is a correct fit at both a global and regional level (where applicable) will make the partnership successful.5,6 By interviewing candidates and implementing succession processes, the account manager can be an asset.
Establishing the right account management structure, one that best suits your organization, is key. As one member company indicated, structure is often determined by how large you are and where focal businesses and key markets are geographically.10
Below are examples of different structures:
- One company headquartered in the US has its global broker account manager based in Europe. The employer is experiencing service issues and is partly attributing this due to the account manager location, as previously the company felt that service was stronger when the account manager was geographically aligned to the headquarters. There have been challenges with communications and understanding the company’s priorities.10
- Another company has a global management structure with global, regional and local levels of management.5,6 This allowed the company to prioritize where the needs were greatest and address complex issues more quickly, allowing issues to be resolved in a timely manner.10
Companies should also review the roles played by other staff in the process (e.g., finance, procurement, etc.) and communicate accordingly. Also important is to tailor messages to different audiences. For example, in large markets that have Total Rewards leaders, messaging may be conducted one way.In smaller markets, where local HR plays a bigger role, messaging may need to be different and include more feedback loops that demonstrate comprehension of the rules.5
At the crux of a strong account manager relationship is transparent and frequent communication to ensure alignment. One employer had several face-to-face meetings with its global broker to explain its short- and long-term objectives and expectations, and performance gaps between the two. The two-way partnership encouraged an open dialogue regarding how they can best work together to meet objectives and promote transparent feedback. After that dialogue, the company has a stronger partnership with its broker. The employer provides direction where the broker is falling short and recognition when the broker is doing well.10
Recommendation: Regularly communicate with your account manager about your company’s strategy and evolving priorities.6
Depending on the company’s current broker arrangement, implementation could require transitioning from an existing broker to your new global broker. This will require coordination with regional and global contacts from two different broker companies, as well as the regional and global leads from the company. If a company’s local colleagues were involved in the RFP process and SOW negotiations, they will be familiar and aligned on expectations. If they were not involved, you may need to plan for additional time in your implementation schedule.5 The broker may have FAQs and other guidance that the company can tailor to its messaging given that they have assisted other companies’ global broker transitions.4
When rolling out the global broker relationship, the company will want to make sure to communicate with their regional and local colleagues about the broker’s role and how to engage them. Hopefully, this step was done during the RFP process and SOW negotiation. If not, the global lead will need to work on developing local buy-in. The worst-case scenario is that the local staff are unaware of the relationship and are made aware of it from the broker instead of their global counterparts.5 These communications are also much more effective when they come from the top levels of leadership. Senior support can help galvanize the mandate. Sound communication is fundamental but providing a channel to capture feedback will allow stakeholders the opportunity to voice their opinions, provide feedback and involve them in the local decision-making process.4
As with any project, a project plan, implementation timeline and transition strategy should be established. The broker and company can create this together.11 Brokerage firms know what has worked, what has not and how other companies have positioned the engagement for success. That expertise, paired with careful consideration of the company’s culture and communication requirements, will ensure that everyone involved is aware of the details of the engagement and are all on board. Showing local and regional colleagues the longer-term advantages of a global broker partnership will help open transition activities and timeline, which are key to helping local and regional management visualize the path to follow.4 Each country in scope should be outlined on a project plan, along with a date identified for when the country will “go live” with the new global broker. For countries and policies where responsibility is moving from one broker to another, identifying appropriate timing is key. Transition dates will likely vary by country and by policy, often aligning to the next policy renewal date. Or if another key initiative is expected (such as a harmonization activity or M&A integration), transition could be aligned to that event.11
Many problems in the ongoing management of brokerage arrangements can be traced back to incomplete implementations where critical elements—some of which aren’t obvious— were left ambiguous.4 Managing the implementation process is not a trivial task and requires special attention.4
Some aspects of the relationship rely upon:4
- A clearly defined scope of work;
- A debrief with the broker on the company’s current benefits strategy and how benefits fit within the overall total rewards program;
- A review of plan inventory, data requests, data sources and roles and responsibilities;
- A discussion regarding the client’s preferred style of communication;
- The establishment of clear governance principles; and
- A review of the company’s business and HR challenges and future initiatives.
Some companies take the approach of having a Kick-Off Meeting with all parties (global, regional and local) to ensure that everyone hears the initial messages. The meeting typically provides an overview of contractual expectations to be addressed during implementation, rules of the road, service and timeline expectations. It allows everyone to see the master project plan milestones and how their deliverables fit into it, as well as convey expectations of when global colleagues are to be brought into local transition discussions.5 The global company lead and the global broker account manager should meet regularly to review the overall project plan and timeline and ensure that things are transitioning smoothly and on time.11 This is also an opportunity for all players to share with each other feedback they are getting from their respective local colleagues.5,11 Local and regional colleagues and account managers will meet more frequently to ensure that all pieces transitioning are accounted for. In some country policies, this can be more complex and include administration duties as well.5 Once the goal is communicated and preliminary buy-in from local management is obtained, it is wise to transition the most cooperative locations first. Disseminating positive stories from accommodating countries helps build momentum and serve as proof of success potential.4
Communicate early and often about implementation and the first renewal process transition. By communicating frequently, there is a greater likelihood that with a strong implementation plan, the renewal/remarketing process will shift from being a fire drill to a regular transaction between both company and consultant parties.12 Continuous communication also ensures that regular improvements can be made to the process.11 If global strategic initiatives are to be incorporated into the renewal process, that fact needs to be communicated months in advance to the local staff and consultants.12 When making changes, include any required legal colleagues early in the process in order to identify any deal breakers, as this can save weeks, if not months of negotiations.4
Communicate ”rules of the road” to outlined roles and expectations. By communicating the rules of the road to all key players, no one should be confused.3
While neither party wants issues to occur, given the complexity of global benefits, it has to be expected that there will be issues and escalations. To best address these, during the implementation rollout, the company and global broker should collaborate to create a process on how escalations and issue resolution will be addressed. This should include which stakeholders should be informed and who has ultimate responsibility. By having a documented process with expectations removes the surprise factor, mitigates confusion and increases the likelihood for a faster resolution.11
Companies should require the global broker to share global strategic initiatives with the local broker and confirm < />
Communication needs to occur both ways. It’s important that the global company creates a culture where local brokers and in country staff can openly discuss the company’s offerings, plan participants and local market challenges.5 This makes it more likely that the global strategy will be appropriately implemented at the local level.5
Management Operating System (MOS)
As part of the rollout, the company will want to establish the cadence for connecting with stakeholders to manage various aspects of the relationship.
During implementation, you can set up your MOS and determine how frequently company and broker will meet to discuss upcoming tasks and timeline and who will participate in those meetings.11 Some companies have a global benefit team member participate in the initial renewal process meeting at the local level to ensure that both the local company and local consultant are aware of global strategic initiatives.5 For other companies, the global lead only gets brought in toward the end if review and approval are required. Preference in approach varies by company. Whichever approach is taken, it is important that local and regional colleagues are aligned with the global team and initiatives to ensure there is no confusion about company priorities and initiatives.11
Quarterly Benefit Reviews and Broker Check-Ins
During the implementation rollout, you should establish the calendar and expectations for the regular formal review process. The employer will want to have a review process in place.11 Most companies have it on a quarterly basis, but others do it annually or semi-annually.2 The review process is a chance to check in on metrics from the SOW and SLA as well as assess various benefit levels. Metrics may include database maintenance and survey data from employee satisfaction and local / regional staff satisfaction.11
Ongoing Process: Renewals and Remarketing
The renewal process does not always have to be a time crunch nor must it sideline strategic imperatives.
Employers’ abilities to think and act strategically can be derailed when there is short notice about decisions required for pending renewals or a lack of communication across all parties about any given project. For a company to effectively implement its strategies prior to renewals and smoothly throughout the endeavor, it needs to develop a process and timeline in collaboration with the global broker.12 Many global brokers have a template to guide this process.
Volume management is key when it comes to renewals and remarketings. For a global employer with a footprint in dozens of countries, with each country having various policy types (medical, life, disability etc.) and the possibility of multiple policies within country (if the company Is not yet harmonized), the number of policies can easily be in the hundreds. A popular renewal date is January 1, which could mean the majority of that work is all occurring simultaneously. This can lead to strained resources, making the need for a strong process and adherence to individual policy timelines crucial.11
Looking to the rules of the road developed earlier is key to a streamlined renewal / remarketing process, largely because these rules establish guidelines as to when a renewal vs a remarketing is expected.3 Many companies take the approach that they will remarket a policy every X number of years (typically 2-3), renewing with the current insurer in the years between. The number of years is often determined based on type of insured product (medical vs risk for example). There is often a caveat included that if the renewal rate exceeds a certain percentage, then a remarketing will be conducted.11
It is also imperative to establish a timeline for renewals and remarketings. The timeline should include key milestones, such as obtaining and reviewing quotes from insurers, negotiation time, obtaining and reviewing pooling illustrations, company approval requirements, documentation requirements, and employee communication requirements. Establishing the start date by backing up from the policy effective date means that the start date can vary by policy and country. The global broker will often suggest a start date, but the company will need to review it to see if it will work within the parameters of any unique company requirements, including additional stakeholder approvals. One company required varying renewal / remarketing process times by region, which varied from 1-2 months to as long as 6 months for some countries. Often a determining factor of how early the process can start is the insurance company, which may request a certain amount of annual claims data to use as the basis for its renewal or remarketing quote.11
For decisions requiring company stakeholder approval, make sure that the local company colleagues and broker contacts understand any expectations for plan design or cost. This will ensure that all applicable options are included in the quotes and final recommendation submitted for approval and will avoid the need for rework, which can extend the timeline if questions cannot be answered.5
Companies have to balance the need for locally relevant benefits vs corporate-driven ones. Implementing guiding design principles helps.11 While benefits can impact whether the local entity remains competitive in that market, avoid relying only on cost and market practice to drive design decisions.5 By using guiding design principles, benefit offerings can be tailored as closely as possible to the company philosophy and priorities while also being cognizant of the local entity’s margins and sustainability.11 To achieve balance, some benefits might be above market and others below to ensure that the total rewards package is at market levels overall.
Companies must play an active role in this process and need to hold both themselves and their brokers accountable to commitments. Brokers are an extension of the global benefits governance team, not a replacement. Companies that have brokers who oversee the governance process alone may be challenged when brokers are unaware of changes in company priorities and/or when local entities don’t understand their role in supporting the broker with the governance process.12 Having regional leads oversee consultant relationships to assist with local needs and global strategic efforts has proven to be an effective strategy.5
It is important to note that some markets have a higher degree of complexity or maturity when looking for solutions. Some countries are more complex than others. The number, frequency and/or intricacy of the activities required can vary significantly from one country to another. As a result, differences in local requirements are to be expected.4 What should not be expected, however, is a different form of governance or varying protocols from country to country. A knowledgeable consultant should be able to walk a client through the countries where added complexities are required and set expectations accordingly.4
As with degrees of complexity, market maturity plays a role in expertise variations among countries.4 A mature market will be equipped to deliver more complex solutions, processes and analyses that may not be required in an emerging location. Mature markets will likely also have more sophisticated carriers that can deliver custom solutions or more quickly anticipate or adapt to market demands. An informed consultant will be able to help a client navigate through the intricacies of a mature market while helping the client understand what a less mature market can realistically deliver.4
The Need to be Proactive
A core theme in business, in global benefits strategy, and for both a company’s employees and supplier partners is the importance of being proactive. Members expressed a need and expectation for proactive behavior on the part of the global broker. However, most did not perceive their broker as proactive. When asked what proactive means in the realm of global brokers, one company gave this example: They are struggling with the burden of having several January 1 renewals around the world. In order to reduce the drain on their resources caused by a high volume concentrated at one point in the year, the company would love to consider creative solutions (perhaps as other companies have done: extend some renewal dates, do a multiyear renewal, or start the renewal conversation process months earlier to allow for time). They have been actively thinking about this but would have liked to have seen some proactive solution or suggestions come from its global broker.11
Companies should standardize reporting templates for renewals and other transactional processes. Often a global broker may have in-house templates to suggest for use that the company can review to ensure that the templates meet its needs. There are many different types of reports and templates. Some are for use in the renewal / remarketing process. Others can be generated from technology systems, such as an inventory database or an analytics system.11
Unless a company is using a captive, obtaining health claims data continues to be a major challenge, even when a company is willing to pay for it.11 Many employers find that insurers continue to be uncooperative in this area for insured plans. When data are provided by insurers, it can take several months to obtain it, and the information can be inaccurate, incomplete or skewed. In some countries like Australia, where medical premiums are community- rated, health claims data are unavailable to all parties. In addition, the European Union's strict privacy regulations hinder companies’ access to claims data.12 Under a captive, the insurers are willing to provide the company with its data, which is inconsistent with their insured offerings.11 Reporting for captives is part of the terms of the contract.12
Any global initiatives (such as minimum core philosophy, plan design changes, harmonization, and compliance adherence efforts) ideally should be communicated from the very beginning. The renewal process can be significantly strained based on last minute communication or numerous efforts being pursued in one renewal cycle.12
Look for synergies across global efforts to reduce the amount of work needed to implement and report changes (e.g., using data from mergers and acquisitions to feed into governance and benefits harmonization efforts).12
Benefits Inventory Database
A global broker’s global benefits inventory database is a web-based tool that enables multinational companies to efficiently store, manage and analyze the design and financing information for employee benefits, HR and compensation programs. The web-based tool provides a globally consistent template and can specify user access levels by country, division or company and by ‘administrator’ or ‘read-only’ access. Company data summaries follow this consistent template. Information stored in the database includes plan design, financing, contacts and policy documents. Available reports include individual country reports, cross-country reports and market comparison reports.13
Major purposes of global benefits inventory databases identified by participants include:
- To collect information to help set priorities and use economies of scale for purchasing and administering benefits;
- To guide employers when planning strategies for multinational pooling networks;
- To ensure adherence to corporate governance processes and compliance; and
- To conduct benchmarking that is industry specific.13
Often, better governance, including improved access to data is a prime business case for using a global broker. However, while this is a key business need, even with a global broker maintaining the benefits inventory database, it is a recurring challenge for global employers. Based on a poll of member companies on a benchmarking call, 83% described their global benefits database as “ok could be better” and 17% described themselves as dissatisfied. To address these needs, companies have used a variety of approaches.11
A major concern expressed by employers about using inventory tools was the quality of data entry. Companies may struggle to find the time to complete data entry, resulting in missing information and weak data analysis.11 Employers have experienced language barriers (i.e., English-only template and U.S.-centric terms) with the data input templates.13 Other issues have included the flexibility of the data input tool and quality assurance for the data.11
One employer had its RFP focus heavily on the benefits inventory database. Many companies assign responsibility for database update to their global broker for any policies within the scope of their brokerage. By outlining SLA requirements for quality and timeline in the SOW, maintenance and data integrity should be improved. Some companies require the local broker contacts to update the database after changes are finalized, and often have the timeline post an effective date to complete the updates. These updates then ideally should have oversight from the global broker. For policies and benefit programs not included in the brokerage scope, some companies have contracted with their global broker to make these updates as well. To facilitate this, the company’s local teams must provide the local broker contact with any changes, with the broker bearing the responsibility for updating the database. Alternatively, some companies make these updates themselves. The global benefits lead should regularly review the database to ensure everything is up to date.11
Employers have found the update process much easier than the initial data load process. A major problem noted for database inventories is that the project tends to lose priority in light of other competing demands. Also, turnover among HR staff and/or the local broker may result in both parties not realizing the database even exists. It can take a full annual cycle to get the database initially loaded with updates being made and when renewal dates take effect.13
Financial Data Inclusion
Employers struggle with the accuracy and limitations of cost data included in the database. For example, if you require having more specific information (such as company and employee cost vs just total benefit cost), indicate that early.. Inputting that level of information will likely require collaboration from your internal teams, as your broker may not always have access to information about the employee paid portion of the premium..13
While companies may receive straightforward data reports such as costs of benefits, they don’t feel that they receive analytics from their broker, such as claims costs drivers, upcoming trends and innovative benefits/programs. A handful of employers are moving to a captive in order to get better claims data. One company is going to build this capability in house by hiring a data scientist (a person employed to analyze and interpret complex digital data to assist a business in its decision-making) to help provide useful analytics from the captive’s data. However, some global brokers continue to enhance their technology capabilities to provide clients with access to additional analytics, such as year-over-year cost trends, placement within the market, etc.11
Analytics and Reports Employers Receive from Broker2
- A dashboard of analytics tools, including the ability to do online benchmarking, cost analysis, renewal tracking and claims analysis by country;
- Premiums, claims experience renewal vs. remarketing;
- Annual Operating Plan (AOP) Percentage Projections;
- Cost changes at a country level;
- Market benchmark and benefit policy overview data;
- Pension dashboard;
- Extensive analytics about claims and company costs data is sufficient if we have all the data from our carriers; and
- Global medical trends data.
A company may control its ability to access data by partnering with a broker who has a robust system easily accessible by the client:4 Data available include:
- Mandatory and statutory compliance materials, along with regular updates on legislative changes.
- Powerful real-time analytics, including tables and graphs, to help assess the cost of programs relative to payroll by geography and type of program.
- Customized side-by-side reporting across multiple geographic locations to benchmark programs to common practices and statutory regulations.
During the benefit RFP process, companies can prioritize data availability in their associated KPIs in the selection process to facilitate access to data. With the COVID-19 pandemic, systems and technologies are evolving, so there might be better traction to these efforts.6
It is important to set aside time to formally review the global broker arrangement. This review provides an opportunity to assess against expectations and contractual obligations, as well as identify areas of improvement and action plans for both the company and broker stakeholders.11
To make the review process effective, employers should:
- 1 | Determine frequency: Many companies hold quarterly reviews, while others may conduct them bi-annually or annually.2 Quarterly reviews seem to be the best practice; otherwise, too much time between reviews passes, and valuable feedback can be lost. Also, less frequent reviews do not allow for a rapid response to issues or monitoring of action plans implemented.11
- 2 | Identify stakeholders: Determine who will be required to participate. Ideally, there should be input and representation from local, regional and global from both the company and the broker.5 Some companies have their supplier management or procurement teams facilitate and lead the reviews. Others may have their benefits teams or the brokers themselves have responsibility for facilitating the review. Having a supplier management role lead the meetings is best, as this allows the main parties in the relationship (the company’s benefits team and the broker teams) to focus on the feedback and discussion rather than on the logistics and follow-up.11
3 | Have an agenda: Make sure that all participants know what is expected of them, what is being assessed and what feedback is sought.
11To be effective, the review process should be constructive, pointed feedback and suggestions, rather than an extraneous narrative. A template(s) for collecting and reporting feedback is a best practice to keep everyone on task.11
When measuring the success of the broker relationship, it really depends on the company’s strategy and priorities, including cost avoidance, savings, strategic initiative rollout or value from the partnership.2 In their new SLAs, a couple of companies are having their local and regional teams complete a net promoter score (NPS) survey after working with the global broker team (i.e., reach out, renewal, strategic initiative rollout). The survey results are reviewed quarterly.11
Some companies have described the anticipated cost savings achievable with implementation of a global broker at 10-15% of premium. Exactly how to measure this, however, is still seen as a challenge by some companies. One company is reviewing its global broker’s methodology concerning premium savings.11 Plan design changes, harmonization and vendor consolidation often bring the biggest opportunity for cost containment.14 Cost avoidance vs cost savings and adjusting for confounding variables such as employee headcount growth can make it challenging to ensure clarity in comparisons.11 It is a journey that will take time for employers to get to where they want to be.
How Employers Measure Cost Savings Achieved by the Broker2
- Cost reduction or avoidance;
- Additional negotiation post-remarketing;
- Cost vs premium review only;
- Current premium adjusted for inflation and claims experience vs. new premium; and
- Fixed percent savings target.
However, cost dynamics are not the only, or even necessarily the most important, measure of success for a broker. The efficiencies of scale and governance that the relationship provides is often the prime motivator for implementing a global broker.2
- 1 | Sonner J. Global brokers benchmarking: Building the business case and RFP Process. Business Group on Health. 2018. https://www.businessgrouphealth.org/resources/global-brokers-call-summary-building-the-business-case-and-rfp. Accessed January 17, 2020.
- 2 | TMcManus T. Global brokers survey report: Employer approaches and challenges. Business Group on Health. 2018. https://www.businessgrouphealth.org/resources/global-brokers-survey-report-employer-approaches-and-challenges. Accessed January 17, 2020.
- 3 | Provost JP, Newman D. Managing employee benefits renewals and providing support outside the U.S. Mercer. 2014.
- 4 | Soma E. Global broker perspective interview. Aon. 2020.
- 5 | McManus T, Sonner J. Global broker benchmarking: Regional and local perspective. Business Group on Health. 2019. https://www.businessgrouphealth.org/resources/global-brokers-call-summary-local-and-regional-perspective. Accessed January 17, 2020.
- 6 | Buckley A. Global broker perspective interview. Mercer. 2020.
- 7 | McManus T. Global broker benchmarking: Statement of work. Business Group on Health. 2018. https://www.businessgrouphealth.org/resources/global-brokers-call-summary-statement-of-work. Accessed January 17, 2020.
- 8 | McManus T. 10 considerations for developing global minimum core benefits. Business Group on Health. 2018.https://www.businessgrouphealth.org/resources/10-considerations-for-developing-global-minimum-core-benefits. Accessed January 17, 2020.
- 9 | McManus T. Global benefits and business strategy quick survey report. Business Group on Health. 2017. https://www.businessgrouphealth.org/resources/global-benefits-and-business-strategy-quick-survey-report. Accessed January 17, 2020.
- 10 | Sullivan J. 6 ways to screen job candidates for strategic thinking. Harvard Business Review. 2016. https://hbr.org/2016/12/6-ways-to-screen-job-candidates-for-strategic-thinking. Accessed December 5, 2019.
- 11 | McManus T. Global broker benchmarking: Account management and analytics. Business Group on Health. 2018. https://www.businessgrouphealth.org/resources/global-brokers-call-summary-account-management. Accessed Janury 17, 2020.
- 12 | McManus T. Leveraging your consultant to drive strategy. Business Group on Health. 2015.
- 13 | McManus T. Global benefits inventory databases: Conference call discussion highlights. Business Group on Health. 2008.
- 14 | McManus T. Global benefits harmonization process: Steps to build a strategy. Business Group on Health. 2017.https://www.businessgrouphealth.org/resources/global-benefits-harmonization-process-steps-to-build-a-strategy. Accessed January 17, 2020.
More TopicsArticles & Guides Global Benefits Management
IntroStrategic and Effective Global Broker Partnership: Intro
Part 1Global Broker: Building the Business Case
Part 2Global Broker: Request for Proposal (RFP) and Selection Process
Part 3Global Broker: Statement of Work (SOW)
Part 4Global Broker: Implementation and Ongoing Account Management
Full GuideStrategic and Effective Global Broker Partnership: Full Guide