During a recent transition between record keepers, KPMG in Canada focused on keeping communications with employees human and simple, including what to say, when to say it and how to measure confidence.
“It wasn’t just a record-keeper change,” said Christine McCloskey-Bruno (pictured right), senior total rewards manager, during a session at Benefits Canada’s 2026 Defined Contribution Plan Summit. “When you’re touching people’s savings, it’s really a trust moment and you’re really impacting their sense of security. . . . Trust has to be built intentionally. And if you’re not doing that, uncertainty is going to fill the gap.”
KPMG also focused on its alignment with its new record keeper — Desjardins — to ensure there was one narrative, one tone and one set of messages, she said, noting repetition and consistency really matter. “People kept hearing the same messages multiple times in multiple places in different modes and methods — and that really resonated with them.”
Indeed, the plan sponsor and record keeper had shared messaging, a joint strategy and coordinated touch points. “Desjardins brought the tools, the education, the credibility and we brought the context and the trust for our employees,” said McCloskey-Bruno.
During the transition, KPMG also added a first home savings account, in-plan decumulation options for retirees and a new digital platform, which was important for its diverse workforce. A significant portion of employees are under the age of 35, she noted, so they’re more likely to access the Desjardins platform through their device rather than a desktop.
With a live date of Oct. 1, employees were able to access the platform in early September so they were aware of the transition and why it was happening, said McCloskey-Bruno, noting it also offered an opportunity to drive engagement and take action.
“We were also trying to reinforce the program they had, what was new to the program and highlight what was improving,” added Jennifer Katzsch (pictured left), Desjardins’ regional vice-president of group retirement savings for Western Canada, during the session. “And certainly, the digital channel was one of those elements for sure.”
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In terms of the actual communications, KPMG was committed to bite-sized learning, said McCloskey-Bruno, which included short teasers to create awareness, simple language, no jargon and easy access at a single point. Then it rolled out progressive learning across several weeks. “It really mattered, because in transitions, overload does not create capability, it just creates avoidance.”
Desjardins delivered education over a two-week period that included both virtual and in-person meetings. “The education gives [plan members] the chance to get a bit more detail from the communications and the opportunity to ask questions,” said Katzsch. “We had great feedback from all of those. It really helped to support the communication.”
Indeed, while KPMG’s approach was digital-first, it was cognizant that people learn in different ways, said McCloskey-Bruno. “We had a lot of formats for accessibility, but we had one consistent core message and that was across all channels. . . . When people can get the information in a way they prefer, it feels like you designed this for them.”
Read more coverage from the 2026 DC Plan Summit.