Benefits planning brings together some of an organization’s most important priorities: managing costs, supporting employees and remaining competitive as an employer. Decisions about coverage require careful consideration, often involving months of discussion among leadership, finance, HR and benefits advisors.
As employers prepare for 2027, rising health care costs are making those tradeoffs more difficult. Yet selecting a plan is only part of the work. How changes are communicated and administered also matters, particularly when they affect what employees pay or how they access care. A thoughtful benefits strategy needs equally thoughtful execution.
HR professionals play an important role in connecting those decisions to the day-to-day employee experience. They explain changes, coordinate with payroll and providers, and help resolve issues that may not have surfaced during planning. As employers evaluate their benefits spending, they should also consider the people responsible for making those benefits work. Giving HR teams the right expertise, time and support is part of delivering on that investment.
Rising costs are changing the conversation
Preliminary survey results released in September 2026, based on responses from more than 1,800 U.S. employers, project an average 8.2% increase in total health benefit cost per employee for 2027, even after planned cost-reduction measures. That would be the largest increase since 2003.
This is a projection for the overall cost of coverage, not a prediction that every employee’s paycheck deduction will rise by that amount. The impact on workers depends on their employer’s decisions and the plans they select.
The same survey found that 59% of employers plan cost-cutting benefits changes for 2027, including changes such as higher deductibles. Employers are also exploring options intended to control costs without simply passing more of the expense to employees.
For HR, the practical implication is that a familiar enrollment process may require a different conversation this year. If costs or coverage change, employees need to understand the differences before making decisions, not discover them when they receive a paycheck or use their benefits.
Start with what employees need to understand
Benefits information can be accurate and still be difficult to use. A document may explain every plan feature without making it easy to see what has changed or what an employee needs to do next.
Research published in August 2026 highlights that gap. In a survey of 1,130 benefits-eligible workers, 54% rated their understanding of health insurance highly. Having access to coverage should not be treated as proof that someone feels comfortable comparing it.
A useful starting point is a plain-language summary of what is changing, what is staying the same and when employees need to act. If payroll contributions are increasing, show the actual amount per pay period for each coverage option. Make other important changes, such as deductibles or provider networks, easy to find alongside those figures.
Just as importantly, be straightforward about the tradeoffs. Explaining why costs have risen can provide context, but it does not make the increase easier to afford. Clear communication should help employees make informed choices, not try to persuade them that a difficult change is good news.
Make it easier to ask for help
A benefits presentation can answer common questions, but some employees will need a more private conversation. Someone comparing coverage for a growing family may have different concerns from a colleague managing an ongoing health condition.
The support process should make room for both. Offer a clear point of contact, explain which questions belong with HR or the benefits provider, and give employees time to review the information before enrollment closes. A recorded overview or written summary can help people who cannot attend a live meeting, while individual appointments provide space for more personal questions.
HR does not need to choose a plan for someone or make promises about coverage. The role is to help employees find reliable information, connect them with the right specialist and follow through when an answer is still outstanding. Managers should know where to direct questions rather than feeling they need to answer everything themselves.
Repeated questions are also useful feedback. If several employees are confused about the same change, revisit the explanation instead of sending the same document again.
The details behind the announcement matter, too
Good communication is only one part of a benefits rollout. Enrollment records, payroll deductions and information shared with benefit providers also need attention. An employee who receives a helpful explanation can still face an avoidable problem if the wrong amount comes out of their paycheck.
Before enrollment begins, clarify who will check that plan information is consistent across employee materials and systems, who will coordinate updates with payroll and providers, and who will follow up on unresolved issues. Include a review after the new plan takes effect rather than treating the enrollment deadline as the finish line.
This work deserves space in the plan, not just an expectation that someone will fit it in. Reviewing records, catching discrepancies and following up with a provider may not be highly visible, but they are part of delivering the support employees were promised.
Accuracy is part of the employee experience.
Match HR support to the work ahead
For employers, this is a reason to look closely at HR capacity, not assume every benefits change requires another hire. Start by identifying where work is getting delayed. Is the team missing specialized knowledge? Are routine updates taking time away from employee conversations? Or are responsibilities unclear between HR, payroll and outside providers?
Different gaps call for different support. An HR coordinator can help organize enrollment activity, maintain records and track follow-up. A benefits specialist can bring experience with plan administration and more complex questions. An HR generalist can help connect benefits communication with broader employee needs and day-to-day HR responsibilities.
When evaluating candidates, look beyond familiarity with a particular system. Consider whether they can explain information clearly, handle sensitive matters with discretion, recognize when an answer needs verification and stay with an issue until it is resolved.
Some organizations may need temporary support during enrollment or a plan transition. Others may have an ongoing need that belongs in a permanent role. In either case, define responsibilities and who will handle more complex issues so additional help reduces confusion rather than creating another handoff.
Look beyond the enrollment deadline
For organizations with fall enrollment, October is an opportunity to assess both the benefits being offered and the support behind them. Ask what employees struggled with last year, where questions went unanswered and whether the team has enough capacity to address those issues this time.
Then keep listening after the new plans begin. Recurring questions, payroll corrections and unresolved provider issues can show where the process needs attention. Completing enrollment matters, but it should not be the only measure of success.
HR cannot control the cost of health care. Employers can, however, make sure employees are not left to navigate changes alone. That means investing attention in the everyday work of explaining, coordinating and following through, and in the people responsible for it.
At Brilliant, we help organizations connect with HR and business operations professionals who support evolving workforce needs. Whether the priority is a defined period of additional support or a long-term addition to the team, the right experience can help HR teams manage the work while keeping employees supported.
Sources: Marsh, 2026; Employee Benefit Research Institute, 2026; U.S. Bureau of Labor Statistics, 2026.