'Your gravy is in your internal data,' says UPEI's Kelly Drummond
While group benefits may have historically gone under the radar, they’re now drawing sharp attention from business leaders, notably as a growing recognition that well-designed, data-informed benefit plans can drive real business outcomes.
At the recent Canadian Pension and Benefits Institute (CPBI)’s annual Atlantic conference, Liana O’Brien, vice president of benefits consulting at HUB International, and Kelly Drummond, associate vice president, human resources at the University of Prince Edward Island (UPEI), highlighted why they both believe the shift begins with better data use.
The challenge, they argue, lies in closing the persistent gap between what employees want and what employers offer. According to both O’Brien and Drummond, the issues lie in what data is – or isn’t - being used.
“We don’t think that employers are using all the data available to them to scan what employees need and want,” said O’Brien, underscoring that in today’s environment, no data should be completely dismissed outright. “I couldn't say that in today's environment you'd really want to ignore much,” she added, noting that the value comes from layering multiple sources, like demographics, claims, surveys into a cohesive narrative.
“It's when you bring them together into the integrated story that it really gives you the insights you need in order to be strategic,” O’Brien said, pointing to the role of AI, including platforms like ChatGPT, and tools like Power BI in helping interpret and act on that data, allowing patterns and priorities to emerge in ways that traditional analysis couldn't achieve.
Drummond also cautioned against over-relying on benchmark data when shaping benefits strategies. Instead, she argued that internal data offers deeper, more actionable insights. For organizations looking to stay competitive, understanding what others are doing may be useful, but not completely sufficient. She emphasized the need to account for local context and emerging trends.
“Your benchmark data is really important but I wouldn't put all my eggs in that basket anymore. Your gravy is really in your internal data,” said Drummond.
One of the most accessible and underutilized sources among plan sponsors, O’Brien outlined how claims data can uncover critical weaknesses and opportunities in benefit plans, but only if it’s used strategically, noting it can be a starting point for identifying friction points.
For example, when massage therapy consistently appeared among top rejected claims in a recent study, it raised red flags that led to a closer review of contract language and benefit limits.
She also described how analyzing data led to targeted adjustments in the faculty and trust plans at UPEI. For instance, one plan originally offered 20 physiotherapy visits at $45 each. O’Brien and her team revised it to 15 visits at a higher rate to better align with usage patterns. These kinds of zero-cost optimizations were implemented across both plans, allowing for expanded coverage without budget increases.
Using these insights, they added a weight loss module to address rising claims for Ozempic, many of which were being denied. This led to O’Brien wondering whether employees misunderstood coverage rules or were seeking off label uses. The solution wasn’t just benefit redesign, just better education.
Other updates included aligning outdated drug copays with modern dispensing fees, which freed up enough funds to introduce new coverage areas like fertility, gender affirmation, and continuous glucose monitors.
She warned against ignoring low-volume claims like hearing aids, reminding plan sponsors to “listen to those people that maybe don’t claim those benefits all the time but are just as important.”
Communication meets data
That’s why Drummond believes organizations should consistently use data to understand their audience and meet them where they are, literally and digitally. On Prince Edward Island, for example, Drummond noted that immigrant workers often don’t use mainstream social media channels like Facebook or Instagram.
“If I’m promoting something, that’s not the avenue to use because I’m not getting that targeted audience,” she explained, illustrating this point with a story about a recruitment campaign that succeeded only when she adjusted the communication strategy to fit the audience.
She also cautioned that relying too heavily on digital tools can cause messages to get lost.
“Our email boxes are inundated,” she added, suggesting that authentic, person-to-person communication still has the greatest impact. That’s why she urges managers and supervisors to fully understand benefit plans.
“Just because you have a really good benefits plan, it doesn't mean you're going to have better outcomes,” said Drummond, noting that awareness is just as critical as design.
“[Plan sponsors] need to know the story of their employees. And they’re the ones that have that window into having those intimate conversations. It’s not a one and done. The communication and the conversation has to be ongoing all the time,” she said.
At UPEI, she acknowledged they’re still working toward fully implementing all best practices around communication, but it's a clear priority. For her, communication must be ongoing and integrated into the employee experience
O’Brien further challenged the traditional approach to benefits communication, suggesting that long-form newsletters or scheduled presentations may not be the most effective strategy. Instead, she advocates for a more agile, embedded style of messaging. Whether it’s dropping a quick update during a meeting or attaching a benefit reminder to unrelated internal communication, O’Brien sees these micro-messages as more impactful than expensive one-off campaigns.
Still, Drummond emphasized that effective communication isn’t just about sharing data, rather it’s about making that data understandable. She pointed out that even when organizations provide detailed reports, stakeholders often struggle to interpret them.
She asserted that simply presenting analytics isn’t enough. What matters is translating the data into insights people can act on, highlighting the need for education alongside information.
She also emphasized that communication strategies need to reflect the diversity of the workforce—especially across age groups and life stages. Whether it’s younger employees or those nearing retirement, Drummond said each group requires tailored messaging. She pointed to informal, personalized discussions - like one-on-one meetings with soon-to-retire staff - as a highly effective way to deliver value.
O’Brien ultimately stressed the importance of reframing how organizations view employee benefits, not as a financial burden, but as a strategic investment. She acknowledged that higher utilization can lead to increased premiums but argued that this isn't inherently negative.
“If you're increasing your payment, you're paying for something that's of value to you, then it's a good thing,” she said, while also emphasizing that building an effective benefits strategy takes time and collaboration.
Rather than rushing the process, O’Brien urged employers to engage committees, unions, and employees in thoughtful planning sessions.
“You have to make communications a priority and a lot of us don’t,” said Drummond.
