Not a Member? Get access to HR news and resources that you can trust.
We asked HR professionals to tell us about their time in HR. Here are their stories.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Instructor-led guidance for your SHRM-CP/SHRM-SCP exam, no travel or time out of the office required.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
SAN DIEGO—Often, HR professionals misunderstand their responsibilities as benefit plan fiduciaries with legal obligations under the Employee Retirement Income Security Act (ERISA), or don’t even realize that they are fiduciaries. Failing to exercise fiduciary responsibilities can result in government prosecution and employee lawsuits. But ultimately, it means benefit plans are not being run as well as they should be.
A timely reminder on “Fiduciary Issues and How to Avoid Becoming a Defendant” was provided by Sherwin S. Kaplan, a 23-year veteran of the U.S. Department of Labor who practices law with Nixon Peabody LLP in Washington, D.C. During a June 28, 2010 Society for Human Resource Management (SHRM) Annual Conference session held here Kaplan noted that ERISA applies to retirement, health, disability, severance, education “and virtually all employer-provided benefit plans.” For each of these, ERISA requires a written plan document with named fiduciaries (although not all fiduciaries must be named), a summary plan description (SDP) that explains the benefits, and an administrative appeals procedure for those denied benefits. “If you don’t have these, you’re in violation of ERISA,” Kaplan said. “Not having them does not allow you to claim you’re not an ERISA plan.”
Who Is a Fiduciary?
Under ERISA, anyone who has discretionary authority or responsibility for the administration of the plan is a fiduciary, as is anyone who exercises discretionary authority or control over the management of the plan or its assets. That covers most HR benefit managers, as well as HR and non-HR employees who serve on retirement or health plan oversight committees. And fiduciaries include anyone who receives a fee for rendering investment advice regarding plan assets. However, individuals performing “ministerial” or secretarial tasks, as opposed to “discretionary” acts requiring judgments, are not fiduciaries.
Fiduciary duties include:
In addition, ERISA requires fiduciaries to follow the terms of the plan (unless it would otherwise violate ERISA to do so), avoid prohibited or conflicted transactions, and ensure diversification of plan assets (unless it’s prudent not to do so). “Prudence is a process, not a result,” Kaplan said. “It’s the process, not your decisions, that will be judged” if things go wrong, which is why documentation is so important.
Fiduciaries are personally liable for violating ERISA’s requirements, and can be prosecuted by the Labor Department or sued by plan participants or their beneficiaries. If found guilty, fiduciaries can face civil fines and penalties—or even jail. That’s why most employers provide plan fiduciaries with liability insurance that covers legal defense costs or agree to indemnify them if they are held liable (a commitment that only lasts as long as the company, as Enron’s fiduciaries discovered).
But the best practice is to avoid infractions that could subject a fiduciary to liability. Kaplan summarized the “big three” ERISA requirements as:
“Remember, serving as an ERISA fiduciary is not an honorary position,” Kaplan advised. “It is not a reward for past service. It requires time and attention to ensure compliance with all plan documents.”
A few other tips:
“Giving inaccurate information to participants is a major source of lawsuits,” Kaplan noted. “If communications aren’t accurate, correct them—and do it sooner rather than later.”
And monitor compliance with new laws and regulations. Regarding health care reform, “know if your provider is prepared to adopt new requirements as they become known,” Kaplan said. And be mindful about whether there is participant dissatisfaction.
“If there is a problem, fix it before you are forced to fix it,” he advised.
Stephen Miller is an online editor/manager for SHRM.
• Sign up for SHRM’s free
Compensation & Benefits e-newsletter
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Join SHRM's exclusive peer-to-peer social network
SHRM’s HR Vendor Directory contains over 3,200 companies