Selecting an Investment Lineup: A Practical Guide for New Plan Committee Members
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.
Bringing It All Together
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
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