Voluntary Benefits Trends and What They Mean for Employers

Voluntary Benefits Trends and What They Mean for Employers
April 24, 2026 4 mins

Voluntary Benefits Trends and What They Mean for Employers

Voluntary Benefits Trends and What They Mean for Employers

Voluntary benefits have shifted from “nice extras” to strategic tools that help manage rising healthcare costs, strengthen retention and support a multigenerational workforce. Learn how key trends can inform more effective voluntary benefit strategies.

Trend 1 – A Push for Better Outcomes and Faster Claims

“The biggest trend that I've seen is an increase in focus at the employer level on claims outcomes, really ensuring that consumers are getting the benefits paid for,” says Dani McCauley, Chief Growth Officer for U.S. Consumer Benefit Solutions. She notes that this focus is driving rapid adoption of auto adjudication, where claims are triggered automatically based on health events, resulting in fast, seamless payments when employees need support most.

Employer takeaways:
  • Ask carriers about auto adjudication. It speeds claims by automatically triggering payments based on health events.
  • Review claims turnaround times annually. Slow or difficult claims processes are a top driver of employee dissatisfaction.
  • Build in feedback loops: short surveys after claims can uncover issues you’d never see in a dashboard.
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The biggest trend that I've seen is an increase in focus at the employer level on claims outcomes, really ensuring that consumers are getting the benefits paid for.

Dani McCauley
Chief Growth Officer for U.S. Consumer Benefit Solutions

Trend 2 – Enrollment Support Is Back in Demand

Benefits education is also evolving. As Solution Consultant Leader Carla Pritchett explains, “Employers are more focused on educating their employees on benefits.” During the COVID-19 pandemic, counselor led enrollments declined as organizations shifted to self-service. Many employees are now looking for more guided enrollment experiences, supported by brokers and targeted communication campaigns.

Employer takeaways:
  • Offer choice-based guidance through counselors, brokers or virtual consultations during enrollment.
  • Provide micro content, including short videos, decision trees and targeted emails based on life stage or plan usage.
  • Track which messages lead to enrollment actions; double down on what works and remove everything that doesn’t.

Trend 3 – Rising Medical Costs

With high deductible health plans now common, voluntary benefits are becoming essential in managing financial gaps. Pritchett notes carriers are responding with expanded mental health, fertility and cancer benefits.

Practical tips for employers:
  • Map your voluntary benefit offerings directly to known gaps in your medical plan.
  • Ensure hospital indemnity, critical illness and accident plans are easy to understand and positioned as cost-offsetting tools.
  • Consider offering at least one expanded supplemental health benefit, such as mental health or fertility.

Trend 4 – Data Is Transforming How Employers Customize Benefits

“Every employer is different. Their population has specific needs, and they're using data to design plans that closely fit those needs,” says Chuck Nguyen, a Solution Consultant at Aon. Employers who use claims data, demographics and benchmarks build plans that perform better.

Employer takeaways:
  • Compare your participation and claim utilization against industry norms to find gaps.
  • Carefully examine the demographics of your workforce, including factors such as age, to ensure benefits offerings align with employees’ distinct needs and preferences.
  • Work with carriers who can model how voluntary benefits may reduce total medical spend.

Trend 5 – Generational Needs Are Driving Benefit Preferences

Generational and lifestyle differences continue to influence benefit selection. Younger employees may prioritize hospital indemnity plans tied to maternity and family planning, while older workers tend to focus on critical illness or cancer coverage. Accident insurance remains a mainstay for families with active children or employees in higher risk roles.

Employer takeaways:
  • Segment benefits communications by life stage, not just age.
  • Promote accident coverage for employees with active children or high risk jobs.
  • Highlight critical illness or cancer coverage for employees with family histories or higher health risks.

Trend 6 – Identity Theft Protection Moves Front and Center

Looking ahead, McCauley points to identity theft protection as a fast-emerging “must have.” With AI driven scams becoming more sophisticated, employers are increasingly offering these solutions, often on an employer-paid basis, as a way to safeguard employees’ financial well being.

Employer takeaways:
  • Offer identity monitoring as employer-paid or low-cost buy-up. It signals you care about employees’ financial security.
  • Choose plans with AI level detection, not just credit monitoring.
  • Remind employees during enrollment why identity theft protection matters and tie it to real-world risks.

Trend 7 – An Aging Workforce Accelerates Demand for Long Term Care Support

The workforce is aging, caregiving resources are shrinking and long term care is top-of-mind. Pritchett stresses the rising importance of supplemental health benefits, including “life insurance with long term care riders.”

Practical tips for employers:
  • Review your population demographics to understand long-term care demand.
  • Consider adding hybrid life or long-term care products, they’re easier to implement and often more affordable.
  • Communicate proactively to employees approaching retirement age.

Using Data and Compassion Together

Ultimately, combining reliable data with thoughtful guidance empowers employers to make informed decisions that directly benefit their workforce. When organizations leverage these insights and communicate effectively, they foster stronger outcomes for employees and their organization.

General Disclaimer

This document is not intended to address any specific situation or to provide legal, regulatory, financial, or other advice. While care has been taken in the production of this document, Aon does not warrant, represent or guarantee the accuracy, adequacy, completeness or fitness for any purpose of the document or any part of it and can accept no liability for any loss incurred in any way by any person who may rely on it. Any recipient shall be responsible for the use to which it puts this document. This document has been compiled using information available to us up to its date of publication and is subject to any qualifications made in the document.

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