Half your workforce turns over before the waiting period ends.
Staffing and employment services, janitorial and facilities, landscaping and grounds, security, call centers, waste and remediation. You are running a benefits program for a population that churns faster than the plan was designed to track, at wages where every dollar of payroll deduction is a decision.
In our Michigan target data this is the sector with the highest share of employers flagged as likely to change broker — which usually means the plan is not fitting the workforce.
The plan is fine. The eligibility mechanics are what is failing.
What is actually true in administrative and support services
- Turnover at direct-service level means a long waiting period does not save money — it moves the same enrollment cost around and leaves you papering the same role repeatedly.
- Much of the workforce is variable-hour, so full-time status has to be measured over a look-back period and documented, not judged from a schedule.
- Employees are often placed at a client’s site, so the people you are enrolling are not where your HR is and may never see anything you post.
- At these wage levels, affordability tested on rate of pay can pass while take-up collapses — and a plan nobody enrolls in still carries every reporting obligation.
What CFH does about it
- Prices waiting-period and eligibility changes against your real turnover rather than a rule of thumb.
- Builds and documents variable-hour measurement so a look-back can be shown to an auditor.
- Runs enrollment where the workers are — at the client site, on the shift, in print — rather than by email.
- Models contribution strategy against your wage base, and tells you what take-up you should actually expect.
Four sizes, four different problems.
Find your headcount. What changes at that size in this industry, and what we do about it.
You may be over fifty on headcount and under it on full-time equivalents, or the reverse, and nobody has run the calculation.
What we do about it: Runs the applicable-large-employer calculation properly before the year you need it, and prices the small-group market instead of renewing.
Applicable-large-employer status and 1095-C begin, and with this much churn the reporting is a data problem before it is a compliance problem.
What we do about it: Builds the 1095-C data out of your time and payroll systems so the filing is a byproduct rather than a project.
Claims become credible, but high turnover means the population you are pricing is not the population you will have.
What we do about it: Prices funding with turnover in the assumptions, and holds stop-loss terms that do not punish a moving census.
Multiple contracts and multiple client sites mean several worksites, several state rule sets and one plan document trying to cover all of it.
What we do about it: Maps the state leave and continuation rules that follow your worksites, and keeps one plan coherent across them.
The three things employers in this sector ask us first.
Is a shorter waiting period actually cheaper for us?
Often yes at your turnover, because a long waiting period does not avoid the cost — it re-runs the enrollment. We price it against your actual separation data rather than a rule of thumb.
How do we measure full-time status for people whose hours change every week?
With a documented look-back measurement period and stability period, built from your time system so it can be shown to an auditor.
How do we enroll employees who work at a client’s site and never come to our office?
We run enrollment at the client site, on the shift and in print, rather than through a portal link that never reaches them.
Send us your renewal.
We’ll tell you whether it looks competitive, where we see opportunity, and the five questions we’d put to your carrier. No cost, and no obligation to move anything.
The renewal letter
Your current plan summary
Contribution split by tier
Enrolled counts by tier
Four documents — two more if your group is 50 or more. Nothing else; every extra one is a reason to postpone.
An independent employee benefits consulting firm. We look at the entire benefits program — cost, plan performance, risk and administration.
Bloomfield Hills, MI 48304
248.370.8853
Colorado Springs, CO 80921
719.425.2649
Houston, TX 77084
281.404.5670
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