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Making benefits personal

5 steps to flex and choice programs in global benefits - discover how to boost employee experience through personalization to attract and retain talent

10/11/2025 · 4 minute read

5 steps to introducing flex and choice programs globally

In a competitive global landscape, choice and personalisation is not just a trend; it is a strategic imperative for organisations aiming to attract, retain and truly connect with talent.

Mercer Marsh Benefits’ signature 2025 research report, Health on Demand, highlights a significant correlation between the level of personalisation in benefits and the strength of the employee-employer relationship. Notably, 78% of employees globally feel that their employer genuinely cares about their health and wellbeing when they are offered the opportunity to personalise their benefits.

As employees increasingly look to their employers for support for wellbeing, flexibility and financial security, a well-designed choice programme built on a global benefits strategy becomes a core part of the employee value proposition.

Whether you are starting out on a personalisation journey, or you are looking to expand your programme into new areas or geographies, a structured, centralised approach that considers ongoing optimisation of costs, provider choices, and technology can enhance the employee experience whilst maintaining global consistency and control.

Consider the following five-step framework for implementing employee choice and its delivery globally:

1. Engage stakeholders: Implementing choice programmes requires the involvement of various stakeholders across organisational functions. For global employers, ensuring alignment from the outset is essential, along with confirming that both global and local teams support the flex and choice strategy. For larger initiatives, establishing a dedicated committee that meets regularly can be effective. This committee should include benefits experts and representatives from key areas like operations and IT to ensure collaboration and a holistic implementation approach.

2. Define objectives and strategy: While the implementation of flex and choice programmes is primarily influenced by local market dynamics, establishing a centralised strategy at the outset ensures alignment with business strategy and the employee value proposition. Key elements to define centrally and document in a strategic playbook include:

  • Business objectives: Clearly outline the broader impact of the flex and choice initiative within the employee value proposition and its ongoing reinforcement.
  • Approach to flex and choice: Specify the desired framework for benefits, financing, and technology.

3. Visualize the desired employee experience: The employee digital experience is crucial throughout the entire employee lifecycle, from onboarding onward. A positive digital experience can educate and inspire with flex and choice initiatives enabling full insight into total reward value. User experience is paramount as employees expect consumer-grade technology, providing instant access to all benefits information – it will be vital to ensure that your benefits and the platforms that deliver them are fit for purpose and empower personalised benefits management, giving employees the freedom, flexibility and choice to purchase the benefits they want, when they want them. 

4. Review your markets: Whether you’re selecting countries for choice programme rollout or monitoring markets as part of an ongoing programme, careful consideration of a number of factors is crucial:

  • Internal factors include employee size, growth potential, demographics, current benefits, third-party involvement, and operational setup.
  • External factors encompass tax efficiencies, the insurer landscape, local legislation, market maturity, and talent access.

5. Design your choice programme: Designing a choice programme is not unlike building an orchestra, to ensure a harmonious performance and seamless collaboration. Key aspects to consider include the benefits mix, available financing options, provider selection, and the potential for automated programme delivery through technology. Access to market practices that inform these decisions will depend on market maturity. A detailed analysis should be conducted to assess the costs associated with implementing a choice programme and to explore various scenarios.

The design of a choice programme should incorporate a standard set of options or components, each capable of functioning independently or in combination for more complex offerings. Standard components may include modular benefits packages, flexible benefits adjustments, a flex wallet (or flexible spending accounts), and voluntary benefits.

Each component can offer various benefits, including core options (life, accident, medical) and personal insurances and/or services. Countries have standard approaches to choice programmes, shaped by tax efficiencies and market maturity, presenting an opportunity to optimise global benefit offerings for greater employee impact. Programme financing may be fully employer-paid, fully employee-paid, or a combination of both. It is essential to optimise tax efficiencies and giving employee access to salary sacrifice options.

Providers are a crucial element of a choice programme and early consideration is essential. They significantly influence the employee experience, so it is important that they meet defined requirements regarding the level of benefits offered, service standards, and integration with technology. It is crucial to identify upfront which technology solutions align with organisational objectives and support the desired type of choice. Balancing desired outcomes with functionality must be addressed early in the process.

Choice and personalisation is an ongoing journey. No matter where you are in the process, a centralised approach can help to enhance the employee experience and unlock insights for strategic decision making. To find out more, please contact us. 

Speak with a Mercer Marsh Benefits representative

To find out more, please contact us.

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Our people

Gabriella Franco

Gabriella Franco

Senior Principal | Senior International Consultant at Mercer Marsh Benefits

  • United Kingdom

Dimitri Efthyvoulou

Dimitris Efthyvoulou

Senior Principal Multinational Advisory | Retirement and Health & Benefits

  • Singapore

Frank Dellorco

Franck Dellorco

Partner | Client Solutions at Mercer Marsh Benefits

  • United States

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