One of the most frustrating experiences for a retirement plan sponsor is being bounced around between departments.
That’s a recordkeeping issue.
That’s a TPA issue.
You need payroll.
That’s handled by distributions.
Talk to your relationship manager.
Nobody cares about your org chart.
The plan sponsor hired a provider or group of providers to help administer a retirement plan. They shouldn’t need an advanced degree in your corporate structure to figure out who can fix a problem.
I understand specialization. The person handling compliance testing isn’t necessarily going to process a participant loan. The person working in sales isn’t going to calculate a corrective contribution. Large organizations need departments and defined responsibilities.
The problem starts when those internal divisions become the client’s responsibility.
Good service means owning the issue even when you aren’t the person who can ultimately resolve it. Instead of telling the client to call another department, connect them with that department. Instead of saying something isn’t your responsibility, help identify whose responsibility it is. If multiple providers are involved, don’t immediately point fingers at the recordkeeper, TPA, advisor, or payroll company.
Help solve the problem.
I’ve seen relatively minor administrative issues turn into major client relationship problems because everyone involved spent more time explaining why the problem belonged to somebody else than actually fixing it.
Plan sponsors have businesses to run. The 401(k) plan is important, but administering it isn’t their full-time job. They shouldn’t have to manage your organization on top of managing their own.
Your internal structure exists because it makes sense for your business.
That’s fine.
Just don’t make your client navigate it.
When a plan sponsor brings you a problem, the best response isn’t, “That’s not my department.”
It’s, “I’ll help you get this resolved.”