By Mark Wayne
While conditions vary from one individual market to the next, the overall state of the broader U.S. real estate marketplace remains uncertain. On the retail development momentum meter, the needle is hovering somewhere between cautious optimism and lingering uncertainty.
Positive news in recent months, in the form of promising economic indicators and a labor market that seems to be showing signs of life, has begun to shake off some of the financial hangover from the U.S. credit rating downgrade and debt-ceiling debate of last year.
But with a possible European debt crisis still looming, and a brutal recession not too far in our rearview mirror, real estate and development professionals are understandably leery of overextending themselves.
At the same time, thought leaders and innovators throughout the industry have become increasingly interested in finding new ways to become more efficient and add value in-house.
Game-changer
One of the effects of that lengthy recessionary cycle is that long-term financial planning has emerged as a more relevant and pressing issue for both employers and employees alike. American families and American companies have both been forced to adapt to new financial and professional realities, in many cases restructuring or reconsidering retirement programs and strategies.
There is a silver lining to that dark recessionary cloud, however. With the significant regulatory and structural changes pending and changing the way 401(k) plans are administered and operated, business owners have a unique opportunity: the chance to use this transition to makes changes that can add real and lasting value to their 401(k) program.
The changes, the majority of which will formally go into effect by mid-year, have prompted introspection and detailed evaluation of existing programs across a range of industries. The real estate industry, which has been one of the sectors that has been most profoundly impacted by the multi-year economic slowdown, is one of those industries in a position to make these changes count.
A detailed reevaluation of existing plans, and a strategic and responsive approach to implementing new policies and procedures with regard to the management and administration of 401(k) programs, can potentially pay off. Employers and employees both stand to benefit from a well-designed 401(k) program.
For real estate professionals looking to adapt to the upcoming regulatory changes and modify or upgrade their 401(k) program, here are a few of the key tips, insights, and administrative and strategic nuances that can help boost their employee participation and morale.
Embrace Change
There are more 401(k) plan-related legislative changes on tap in 2012 than in the last two decades combined. That eye-opening fact highlights the need for an effective and cohesive response from real estate executives and HR professionals. The trick is to embrace the additional clarity and transparency of the new rules, capitalizing on employees’ improved understanding of the financial and operational details of their 401(k) plan to improve participation rates and employee loyalty.
Leading up to the changes, real estate professionals should take a proactive stance, preparing ahead of time for anticipated questions and develop a comprehensive strategy that integrates the answers to those questions into a clear communications strategy.
Manage the process
Traditional measuring sticks like asset growth, employee participation and average participant deferral rate are all common ways to assess the effectiveness of a company’s 401(k) plan. Another important figure is the percentage of employees enrolled in an actively managed account. Participants with actively managed accounts benefit from portfolio selections designed to meet their retirement goals based on their unique investor type.
In addition, meeting one-on-one with a professional advisor to determine the appropriate investor type will give participants a personal enrollment and detailed understanding of their investment selection. Managed accounts, participant education, and advice are an effective way to download the experience of investing professionals for the benefit of your employees.
Understand your industry
Because real estate developers are somewhat more likely to have a larger number of highly compensated employees, there are additional nuances that must be considered when designing or restructuring your company’s plan. Defined by the IRS as individuals earning salaries over $150,000, this subset of employees is not permitted to contribute more than 2 percent above the average employee contribution.
A rule put in place to prevent abuse of the 401(k) program, the contribution restriction for higher income employees will be evaluated through an annual participation test that compares participation rates across different classes of employees, and calls attention to the fact that new and existing 401(k) plans must accommodate a range of different employee profiles.
Keep on track
Real estate developers understand better than most the complexities and uncertainties inherent to any long-term investment. As a result, they also have a better understanding of the importance of clear benchmarks and measurable guidelines. When designing or restructuring your 401(k) program, consider introducing an On Track Percentage or a similar metric to coordinate and integrate variables like desired retirement age, investment risk, and monthly income goals into a single monthly deferral percentage.
From helping to maintain a predictable organizational employment flow, to encouraging employees to become more engaged with their financial and career planning, a well-documented 401(k) program can add significant value to a company. Employees who are secure in their retirement planning and who are not worried about their finances tend to be more focused and productive in their day-to-day work.
Communicate clearly
Getting your team on board is perhaps the single most important element of a strong 401(k) program. Consider sponsoring feedback sessions both before and after enrollment, listening to employees and determining what they value about the program — and what they would improve.
To that end, place a premium on 401(k) plan management and advisory professionals who make it a priority to engage in face-to-face consultation and education. More than any other factor, that commitment to personal service and communication will yield long-term dividends in the form of a robust and value-added 401(k) program.
Mark Wayne is president and CEO of Clarkston, Mich.-based Freedom One Financial Group. The firm is one of Michigan’s largest 401(k) plan consultants.