If you’ve recently joined your organization’s retirement plan committee, one of the most important responsibilities you’ll share is overseeing the plan’s investment lineup. For many, this can feel like stepping into unfamiliar territory with new terminology, new expectations, and real fiduciary responsibility.

The good news? You don’t need to be an investment expert to be a good fiduciary. What matters most is having a thoughtful process, asking the right questions, and staying focused on participant outcomes.

Here are four key areas to guide your approach.

1. Start with the Participant in Mind

At its core, your investment lineup should serve the needs of your employees and not the preferences of the committee.

Think about:

What is the general level of financial literacy among employees?
Are participants engaged, or do most rely on defaults?
What age demographics are represented (early career vs. nearing retirement)?

For many plans, this leads to a lineup anchored by qualified default investment alternatives (QDIAs) like target-date funds, complemented by a simplified menu of core options.

A helpful philosophy: make the right decision the easy decision. If participants do nothing, they should still be on a solid path.

2. Emphasize Simplicity Over Complexity

More investment options do not necessarily lead to better outcomes. In fact, too many choices can overwhelm participants and lead to inaction.

A well-constructed lineup often includes:

A target-date fund suite (as the default)
A small set of diversified core funds (e.g., U.S. equity, international equity, fixed income)
Possibly a capital preservation option (stable value or money market)

The goal is not to offer everything, but rather it’s to offer what’s necessary and useful.

From a fiduciary standpoint, simplicity can improve participant engagement and reduce the risk of poor decision-making.

3. Focus on Process, Not Predictions

One of the most common misconceptions is that committees are expected to “pick winners.” In reality, fiduciary responsibility is less about predicting performance and more about following a prudent, documented process.

This includes:

Establishing an Investment Policy Statement (IPS)
Defining clear criteria for selecting and monitoring funds
Regularly reviewing investments against those criteria

A consistent process demonstrates diligence and helps ensure decisions are made in the best interest of participants and not based on short-term market noise.

4. Understand Fees and Value

Fees matter, but context matters more.

Rather than simply selecting the lowest-cost funds, focus on value relative to cost:

Are participants receiving appropriate diversification?
Are the funds aligned with their intended role in the lineup?
Is performance reasonable given the strategy and market conditions?

Transparency is key. Committee members should understand:

Investment expense ratios
Recordkeeping and administrative costs
How fees impact participant outcomes over time

A thoughtful evaluation of fees is an essential part of fulfilling your fiduciary duty.

A Short Case Study: Turning Complexity into Clarity

A mid-sized manufacturing company with 120 employees had built its investment lineup over time by adding funds reactively rather than intentionally. By the time a new committee was formed, the plan offered 28 investment options, including multiple funds in the same asset class.

What they observed:

Over 60% of participants were invested in just 3–4 funds
Many employees held overlapping funds without realizing it
New hires were defaulting into a target-date fund but then moving out within months, often into more conservative options

The committee paused and asked a simple question: Is our lineup helping or hindering good decisions?

What they did:

Consolidated the lineup to 12 core options
Designated a single, well-structured target-date suite as the QDIA
Clarified each fund’s role within the lineup (no duplication)
Reviewed fees and replaced a few higher-cost funds where appropriate
Paired the changes with a simple participant communication campaign

The result:

Increased usage of the target-date funds as a long-term solution
Improved diversification among self-directed participants
Fewer “reactionary” investment changes during market volatility
Greater confidence from the committee in their fiduciary process

The takeaway: progress didn’t come from finding better funds. It came from creating a clearer, more intentional structure.

Bringing It All Together

Selecting an investment lineup is not a one-time decision, it’s an ongoing responsibility. The most effective committees:

Stay focused on participant outcomes
Keep the lineup clear and purposeful
Follow a disciplined process
Revisit decisions regularly with intention

This is where thoughtful plan design and participant guidance come together. A well-structured lineup, paired with clear communication and education, can meaningfully improve retirement readiness.

Final Thoughts

If you’re new to a plan committee, remember: you don’t have to have all the answers. You just need to ask the right questions and commit to a prudent process.

Done well, your role has a real impact. You’re not just selecting funds but rather helping employees build financial security for the future.

Scott Higgins | AIF ®, CFP®, CPFA®, NSSA®

Financial Advisor

Securities and Investment Advisory Services Offered Through M Holdings Securities, Inc., a Registered Broker/Dealer and Investment Adviser, Member FINRA/SIPC. Rose Street Advisors is independently owned and operated. #5460147

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For many plan sponsors, the question is no longer whether to implement automatic features, it’s how to do it well.

With the continued evolution of legislation like SECURE 2.0 and a growing focus on participant outcomes, auto-enrollment and auto-escalation have become foundational plan design tools. But like any powerful tool, their impact depends on how thoughtfully they’re implemented.

This is where thoughtful plan design and participant guidance come together.

Let’s walk through a real-world case study, followed by a balanced look at the pros, tradeoffs, and what the research tells us.

Case Study: Turning Inertia into Progress

Employer Profile: Mid-sized manufacturing firm (250 employees)

Plan Design (Before):

Voluntary enrollment (opt-in)
Participation rate: 62%
Average deferral rate: 5.1%

Plan Design (After Enhancements):

Auto-enrollment at 6% default
Auto-escalation of 1% annually up to 10%
Default investment: target date solution
Re-enrollment campaign with education

Results After 18 Months:

Participation increased to 91%
Average deferral rate increased to 7.8%
Meaningful increase in employer match utilization

What changed?

Not the intent of employees but rather the structure around their decisions.

Auto features didn’t create new motivation, they removed friction.

Why It Works: The Behavioral Advantage

At the core of automatic features is a simple insight:

Most employees intend to save but don’t act.

Research shows:

68% of employees say they should save more
Only ~3% actually follow through without intervention (NBER)

Auto-enrollment flips the default. Instead of requiring action to participate, it requires action not to. That shift alone can dramatically improve outcomes.

The Pros: Where Automatic Features Shine

Increased Participation

Auto-enrollment consistently drives participation rates above 85–90% in many plans (BDO)

This is especially impactful for:

Younger employees
Lower-income workers
First-time savers

Improved Savings Behavior Over Time

Auto-escalation helps participants gradually increase contributions without feeling it all at once.

It aligns saving with:

Pay increases
Career progression
Behavioral comfort

Better Alignment with Retirement Outcomes

When auto-enrollment and escalation are combined, success rates (adequate retirement income) can increase dramatically.

One study showed improvement from:

~46% probability of success → ~79% when multiple plan design features were applied (PubMed)

That’s the difference between “participating” and “on track.”

Stronger Employer Value Proposition

Automatic features:

Simplify decision-making
Increase perceived benefit value
Demonstrate employer commitment to financial well-being

The Tradeoffs: Where Sponsors Need to Be Intentional

Automatic features are powerful, but they are not perfect.

Default Rates Can Become Anchors

Employees often stay at the default.

A 3–6% default may:

Improve participation
But unintentionally cap savings behavior

Cash Flow Sensitivity

Some employees, especially lower-income, may opt out due to immediate budget pressure.

Design matters:

Too high → opt-outs increase
Too low → savings fall short

Leakage Still Undermines Outcomes

Even with strong plan design, participant behavior outside the plan matters.

Research shows:

Cash-outs at job change significantly reduce long-term impact (CNBC)
A meaningful portion of balances are withdrawn during transitions

Auto features help, but they don’t solve everything.

Escalation Opt-Out Behavior

Auto-escalation participation tends to decline over time as participants opt out of increases.

This highlights a key reality:

Automation gets people started, but engagement sustains progress.

What the Research Really Says

There’s a tendency to think of auto features as a silver bullet. The data tells a more nuanced story:

What’s clearly true:

Participation increases materially
Savings rates improve
Outcomes are better than opt-in designs

What’s also true:

The impact is positive. But more modest than originally expected (CNBC)
Human behavior (opt-outs, job changes, cash-outs) reduces long-term effectiveness

In other words: Plan design drives momentum. But participant behavior determines outcomes.

Where Plan Sponsors Can Elevate the Outcome

The most effective plans don’t just implement auto features, they integrate them into a broader strategy:

Start with the Right Defaults

6%+ enrollment baseline
Escalation toward 10–12%

Pair Automation with Communication

“Why it matters” messaging
Annual check-in prompts
Clear visibility into employer match

Address Leakage

Rollover education
Portability solutions
Terminated participant outreach

Re-enroll and Reset When Needed

Periodic re-enrollment can realign participants with stronger defaults.

Final Thought

Auto-enrollment and auto-escalation are not just plan features, they’re behavioral design tools.

When implemented thoughtfully, they:

Remove friction
Create momentum
Improve outcomes at scale

But the real value emerges when automation is paired with guidance.

Because the goal isn’t just participation.

It’s progress.

Scott Higgins | AIF ®, CFP®, CPFA®, NSSA®

Financial Advisor

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