Andrew Phillips
Public retirement systems are investing heavily in modernization programs. New administration platforms, member portals and digital tools promise better service and long-term efficiency. Increasingly in 2026, however, plans are not buying technology for its own sake. They are buying outcomes.
They want fewer calls, higher self service adoption, better data quality and more confident members. Systems matter, but only insofar as they deliver those results.
Yet many plans report that after go live, pressure can increase before it eases, particularly when member communications and adoption lag behind system change. This is where the gap between buying technology and achieving outcomes becomes visible.
In many cases, modernization has focused on systems first and communications second. When member communications does not evolve at the same pace, confusion grows, adoption slows and administrative teams absorb the impact. The system may be live, but the outcome has not yet arrived.
In 2026, modern member communications is a core requirement for making modernization work. It is not a supporting activity. It is the mechanism through which outcomes are delivered.
Why traditional pension communication methods are falling short
Traditional pension communications were designed for a different environment. Printed mailings, batch emails and static updates assumed members would adapt to the plan’s processes and timelines.
Today, that assumption no longer holds. Members who interact with banks, insurers and public services through digital experiences expect communications that are immediate, accessible and relevant to them. Those expectations carry over into pensions, regardless of how complex the underlying system may be.
When communications are generic or hard to access, members do not disengage quietly. They call, follow up and seek clarification through assisted channels. The result is higher servicing demand, rising operational cost and outcomes that fall short of the original modernization goals.
Plan members' changing expectations around access and channels
Modern member communications starts with access. Members no longer expect to wait for scheduled updates or sit at a desktop computer. They expect to receive and act on information wherever they are.
Email, member portals and mobile friendly experiences are now baseline expectations. Members want to log in, understand what has changed, and know what to do next without needing to call. This mirrors what has already happened in other digital industries, where outcomes depend on meeting people where they already are.
Digital engagement data consistently shows that when communications align with how users already interact online, adoption improves. When they do not, users fall back on assisted channels. For public retirement systems, that difference directly affects call volumes, response times and staff workload.
What modern pensions communications actually means
“Engaging members” can sound vague. In practice, modern member communications is very specific and outcome driven.
It means delivering relevant information through channels members already use. It means personalizing communications based on context such as career stage, life events or recent system changes rather than relying on one size fits all messages. It means using member portals as communication hubs, not just data repositories.
It means delivering relevant information through channels members already use. It means personalizing communications based on context such as career stage, life events or recent system changes rather than relying on one size fits all messages. It means using member portals as communication hubs, not just data repositories, as part of a broader approach to building modern member experiences for retirement plans.
The goal is not more content. The goal is understanding.
Evidence from member behavior supports this approach. When complex information is explained clearly, members are more likely to take action within self service environments. They read their statements, update personal details and complete key tasks without additional support. This behavior reduces follow up, improves data quality over time and lowers the ongoing administrative burden.
Clarity reduces follow up. Confidence drives action. Outcomes follow.
Where Video Engage supports outcome driven modernization
This is where outcome focused communication tools play a practical role, supporting the wider shift described in how self-service tools are reshaping retirement administration.
Heywood’s Video Engage capability is increasingly used by plans to support modernization by improving understanding, not adding complexity. It helps explain what has changed, what it means for each member, and what action is required, using short, secure and personalized video alongside written communications in emails and member portals.
The result is measurable. Members understand more, confidence increases and fewer people need to seek follow up support. That directly supports the outcomes plans are buying in 2026. Higher adoption, lower inbound demand and smoother delivery of modernization programs.
In this context, Video Engage is not a standalone feature. It is part of how modernization delivers real outcomes for both members and the plan.
Technology only delivers value when communications keep pace
Modernization raises expectations immediately. New systems and portals signal progress and improvement. That signal creates demand.
When communications lag behind technology, members gain access without understanding. Adoption stalls and administrative teams absorb the fallout through increased inquiries and manual intervention. The system may be modern, but the experience is not.
When communications keep pace, the outcome changes. Clear, timely messaging drives portal adoption. Portal adoption reduces inbound calls. Fewer calls free up administrative capacity. Over time, those gains compound into meaningful savings of time and money.
This is where the return on modernization is realized. Not in the module itself, but in the outcome it enables.
Elevating communications from activity to strategy
Plans that deliver consistently strong member experiences treat communications as a strategic function. Communications is planned alongside system change, not added afterwards.
This reflects a broader buying pattern emerging in 2026. Plans are increasingly evaluating vendors on their ability to deliver end to end outcomes, not just individual components. Communications, adoption and behavior change are central to that evaluation.
That requires the right tools. Communications teams need platforms that integrate with core administration systems, support personalization at scale and deliver messages consistently across portals, email and other digital channels. Without this foundation, even strong messaging struggles to land.
It also requires integration across teams and platforms. Messaging must align with system behavior. Timing must reflect member journeys. Success must be measured by outcomes, not outputs.
More mature plans look beyond open rates and clicks. They track adoption of self service tools, reductions in repeat inquiries and improvements in member confidence. These measures show whether communications is delivering the outcome the modernization program set out to achieve.
Why this matters for both members and organizations
For members, modern communications delivers clarity, access and confidence. It reduces friction and helps them make informed decisions.
For organizations, the benefits are equally tangible. Effective communications reduces pressure on administrative teams, improves adoption of digital tools and protects the value of technology investments. Over time, it lowers servicing costs and operational risk.
In 2026, modernization is no longer about buying systems or modules in isolation. It is about buying outcomes.
Modern member communications exists to make those outcomes real for both members and the plan.
