Most employers will run the same open enrollment they ran last year. They will send the same carrier comparison documents, schedule the same benefits fair, and watch the same employees make the same uninformed decisions. This year, that approach is more expensive than ever. Employers are projecting a 10% increase in healthcare costs for 2026, according to the International Foundation of Employee Benefit Plans, marking the third consecutive year of near-double-digit increases. At the same time, 64% of US employees do not fully understand how their deductibles, premiums, and out-of-pocket maximums interact during a major health event, according to 2026 workplace benefits research. These two trends are not unrelated. Employees who do not understand their benefits make plan selections that drive higher costs for employers and worse outcomes for themselves. Open enrollment done differently is the most direct lever available. Here are five things that actually change outcomes.
1. Audit Your Enrollment Data Before You Design Your Communication
Most open enrollment communication is designed for the average employee which means it works well for nobody in particular. Before designing this year’s materials, pull the enrollment data from the past two cycles and answer three questions: Which plans did employees choose and does the distribution reflect their actual healthcare needs? Which benefits had the lowest utilization rates relative to their cost? Which employee populations had the highest rate of waiving coverage entirely?
The answers to these questions tell you where your communication failed last year. High HDHP enrollment in populations with chronic conditions signals that employees are selecting on premium without understanding total cost of care. Low EAP utilization signals an awareness problem, not a program quality problem. High waiver rates in specific departments or roles often signal confusion about eligibility or cost. Design this year’s communication to address what last year’s data revealed.
2. Replace Generic Communication With Decision-Support Tools
A benefits guide that lists plan options side by side is information. A decision-support tool that asks an employee three questions about their anticipated healthcare usage and recommends a plan is guidance. The difference matters because 46% of employees currently receive no guidance during open enrollment, driving 81% of workers to demand a unified financial guidance platform from their employer, according to 2026 workplace benefits research. Employees who receive guidance make better selections, generate better utilization patterns, and report higher satisfaction with their benefits package, even when the underlying benefits are unchanged.
Decision-support tools range from simple online calculators that help employees estimate their annual out-of-pocket costs under different plan options to full benefits counselor access during the enrollment window. The investment is justified by the downstream impact on adverse selection, unnecessary utilization, and employee satisfaction scores.

3. Address the GLP-1 Coverage Question Before Employees Ask It at the Benefits Fair
GLP-1 medications are now the most-requested benefits addition among employees, and they are the largest single driver of pharmacy cost increases for employers who cover them broadly. Whatever your organization’s coverage decision, whether full coverage, restricted access tied to clinical criteria, or exclusion, employees will ask about it during open enrollment. Having a clear, documented, and consistently communicated coverage policy prevents confusion and reduces the individual conversations HR has to manage during the enrollment window.
If your organization covers GLP-1 medications, the open enrollment window is the right time to communicate the clinical access criteria, any required enrollment in a disease management or weight management program, and how the coverage integrates with your broader wellness strategy. If your organization does not cover GLP-1s for weight management, a brief, factual explanation of the coverage decision and the clinical resources that are available through the existing plan reduces friction significantly.
4. Make the Financial Math Visible, Not Just the Premium
Employees consistently choose lower-premium plans without calculating what higher deductibles and out-of-pocket maximums mean for their actual annual healthcare spend. An employee who shifts from a plan with a $500 deductible and a $3,000 out-of-pocket maximum to a high-deductible plan with a $2,000 deductible and a $6,500 out-of-pocket maximum saves $1,200 per year in premiums but could pay up to $5,700 more in out-of-pocket costs if they experience a significant health event.
Making this math visible during enrollment requires total cost modeling, not just premium comparison. Show employees their estimated annual total cost under each plan based on low, moderate, and high healthcare utilization scenarios. Pair HDHP options with explicit HSA contribution guidance. Employers who help employees understand the financial implications of their plan selection reduce adverse selection, improve plan performance, and reduce the mid-year support burden on HR teams.
5. Build a 90-Day Post-Enrollment Engagement Plan
Open enrollment communication should continue after employees make their selections. Someone choosing a new health plan, enrolling in a high-deductible plan for the first time or adding a dependent may still need help understanding how to use their coverage.
A 30-, 60- and 90-day follow-up plan can address questions as they arise. Early messages can explain when ID cards will arrive, how to access a digital card and where to find in-network providers. Later messages can cover deductibles, HSA contributions and where to get help with a claim or billing question. Give employees a clear contact for questions at every stage.
Tooher-Ferraris helps employers design open enrollment communication and benefits technology processes around the questions employees actually ask. Learn more about our employee benefits strategy and consulting and HR technology consulting.
Ready to improve your open enrollment experience? Contact Tooher-Ferraris to discuss your goals.

Frequently Asked Questions
What is the biggest open enrollment mistake employers make in 2026?
The most consequential mistake is designing enrollment communication for the average employee rather than for specific employee populations with different healthcare needs and financial literacy levels. Generic communication produces poor plan selections, adverse selection risk, and low utilization of high-value benefits, all of which compound into higher costs over time.
How do decision-support tools improve open enrollment outcomes?
Decision-support tools guide employees through plan selection based on their individual anticipated healthcare usage, family situation, and financial context. Employees who receive personalized guidance make plan selections that better match their actual needs, which reduces adverse selection, improves utilization patterns, and increases benefits satisfaction scores without requiring changes to the underlying plan options.
What should employers communicate about GLP-1 coverage during open enrollment?
Employers should communicate their coverage policy clearly and factually, whether they cover GLP-1s broadly, restrict access based on clinical criteria, or exclude them entirely. Employees will ask. Having a documented, consistently communicated answer reduces individual HR conversations during the enrollment window and sets appropriate expectations for the plan year.








