By Daniel Cassidy
"The publication deals strategic and pragmatic "tell it love it is" recommendation on quite a few key issues..." (PEF, July 2007)
"Daniel Cassidy has written a close, complete advisor for managers to appreciate and be triumphant on the ongoing strategy of handling a firm retirement plan. If motivating your staff is necessary to you as a supervisor, this e-book is a necessary key in your success." --Josh Gordon, writer of shows that fluctuate Minds and promoting 2.0 Written through well known retirement merits making plans professional Daniel Cassidy, A Manager's advisor to Strategic Retirement Plan administration makes a speciality of present top practices concerning company-sponsored retirement plans in the usa. jam-packed with in-depth insights and specialist suggestion, this important consultant will reduction managers in utilizing strategic considering to their retirement plan administration activities--whether or not it's a 401(k) plan, making an investment in corporation inventory, or a conventional outlined profit plan. it is going to additionally assist you to view retirement plans in a holistic manner--ever extra useful given the unpredictable financial system and up to date issues with businesses reminiscent of Enron and WorldCom. masking every little thing from administrative concerns to monetary and criminal tasks, A Manager's consultant to Strategic Retirement Plan administration will let you make the simplest judgements attainable whereas handling this ongoing procedure and assist you locate options that top suit your organization's particular wishes.
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Extra resources for A Manager's Guide to Strategic Retirement Plan Management
Those are the easy ones to fix. Sometimes we hear, “Karen at XYZ just left. She’s the fourth service rep to leave in two years. ” This one goes to the core of the vendor’s business management—retaining their own employees. In our practice, if you are experiencing this type of vendor service, you may be best served by moving your business. ■ Poor communication between vendor and client. ” Or, consider Administration 31 another case that just happened to a client of ours. The chief financial officer received a form letter from their bundled service vendor— signed by someone they did not know, saying, “Due to quarterly contribution requirements, you must make a $2 million contribution by next week or else.
Are there any pressing problems (poor investment performance) that need to be addressed? • Do fiduciaries change very often? • Have any significant plan changes/mergers taken place recently? Fiduciary Duty 39 ■ Our firm is usually hired initially because of a particular concern or issue. This usually leads us to hold more frequent meetings for a period of time to manage this situation as well as to conduct basic fiduciary training. However, after this initial period of activity, we usually see fiduciaries reduce their meeting frequency to either quarterly or semiannually.
Ongoing Vendor Management Since the decision to select a retirement plan vendor should be considered a medium-term decision, it is imperative that you manage this relationship assuming at least a five-year tenure. The key step is establishing clear communication channels between your organization and the vendor. That is why we consider it imperative that you meet with the vendor’s service team (in addition to any salesperson) personally during the evaluation phase. You need to get a feeling for this group who will be responsible for taking care of you and your plan once the sales process is complete.