COVID-19 Update

Alliant Wealth Advisors is an "essential business" under Virginia state law and we remain fully operational during the COVID-19 crisis.

To keep our clients, staff and colleagues safe we are currently holding all meetings via video conferencing. And we are alternating a small number of staff in our office while the majority serve you from their home.

Speaking of our office. Our headquarters in Prince William will relocate to the Signal Hill Professional Center at 9161 Liberia Avenue, Suite 100, Manassas, VA 20110 effective Monday, April 20, 2020.

Whether we are virtual or in person, we are here for you. Please keep safe.

Best Regards,

John Frisch, CPA/PFS, CFP®, AIF®, PPC®


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SEPs, MEPs and PEPs – Discover the Differences and Ideas for Your Workplace Retirement Plan

August 02, 2021

Just ask anyone: Uncle Sam and the retirement industry love acronyms. Another was added in December 2020—PEP—which conveniently rhymes with MEP and SEP. The three plan types are 401(k) cousins[1] meaning they share many fundamental similarities, and their main differences relate to the administrative models they use.

If you don’t speak fluent tax code or understand complex legal jargon, you are in the right place! We’re going to break down a few of the 401(k) abbreviations you may have heard about lately because once you know what the acronyms stand for, they really start to make sense.

What is a SEP?

A Single Employer Plan (SEP)[2] is, as the name implies, sponsored by a single employer, including any controlled or affiliated group members. This is what most people think of when referencing a traditional 401(k) plan. A SEP is often the plan of choice for large, medium and small businesses as it can be easily customized to meet specific company needs. With a SEP, employers have total control over plan decisions and can work with a retirement plan specialist to help with fiduciary responsibilities.

What is a MEP?

A Multiple Employer Plan (MEP) is a retirement savings plan where multiple employers participate in a single plan. It is sponsored by one entity and adopted by one or more others, but here is the kicker: they need to share a common thread. Participating employers can’t be related tax-wise but they are often members of an association or professional employment organization. While there are various ways to set up a Multiple Employer Plan, to keep it simple, when we use the MEP acronym in this article, we are referring to a closed MEP. Member companies of a closed MEP are not required to file an individual 5500 report, undergo an annual plan audit and acquire individual ERISA bond protection.  

What is a PEP?

A Pooled Employer Plan (PEP) is a pooled retirement plan, a type of Multiple Employer Plan that allows two or more unrelated employers to participate in a single plan. It’s the new kid on the block, created by the SECURE Act of 2020 with an effective date of January 1, 2021. A PEP is offered by a group of employers who outsource all administration to yet another acronym—a PPP, or Pooled Plan Provider—a 3(16) fiduciary who establishes and administers the PEP.

The PPP is an important part of the PEP and has three fundamental models:[3]

  • PPP is a TPA or advisor with no service provider affiliates or proprietary funds in a completely unbundled and unconflicted situation.
  • PPP selects either affiliates as service providers or proprietary funds in a partially bundled solution.
  • PPP uses affiliates and proprietary funds in a fully bundled approach.

How Do They Stack Up?

As with any solution, there are advantages and disadvantages; the same is true for selecting a type of 401(k) plan. There are so many variable options with each plan type, so here are a few key points to consider:

Customization: SEPs offer the highest level of customization as each employer can build a plan to meet their specific goals. By contrast, MEPs and PEPs are built with the best interests of many in mind so individual employers may be limited on the elements they can customize.

Time Commitment: One of the key benefits associated with MEPs and PEPs is the ability to outsource administrative duties. This same sentiment is true within a SEP when you select specialized service providers committed to taking on fiduciary duties.

Responsibility: No matter what, if you offer a retirement plan to your employees, you will carry some level of fiduciary responsibility. All 401(k)s plans allow you to offload plan operations and investment decisions to 3(16) Plan Administrator and a 3(38) Discretionary Advisor; the main difference with MEPs and PEPs is that both are determined by the plan; whereas, with a SEP, you have the ability to select all service providers.

Tenure: SEPs and MEPs have been around for a long time and are known entities. PEPs are still fresh out of the box and their effectiveness has yet to be determined.

Have questions? Call us today or schedule a virtual conversation to discuss which plan type could be best for your business.

Laurie C. Wieder, PPC®

Institutional Retirement Plan Specialist

Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

T: (703) 878-9050

D: (571) 991-3644


[1] A MEP can also be a defined benefit plan.

[2] SEP can also refer to a Simplified Employer Plan, an IRA-based plan for self-employed individuals or small business owners with a few employees.

CARES Act Aftermath: What Plan Sponsors Need to Do

July 26, 2021

Pandemic Relief May Bring Administrative Pain to Plan Administrators

The CARES Act gave plan participants quick access to funds during the COVID crisis, although only about 6% of participants took advantage of the options offered.[1] However, as a plan sponsor you must understand your own obligations and how to keep your plan in good standing.

In most cases, the Coronavirus Aid, Relief, and Economic Security (CARES) Act did not change administrative procedures; however, it did raise a few compliance questions. With the subtle complexities involved, it is a best practice for plan sponsors to stay in close communication with their trusted administrator and, if necessary, ERISA counsel.

Coronavirus-Related Distributions

The CARES Act allowed qualified individuals to receive a “coronavirus-related distribution” (“CRD”) in the year 2020. Generally speaking, to qualify, a person or their spouse must have been economically affected by, or diagnosed with, COVID-19.

What the CARES Act changed:

  • Withdrawing up to $100,000 from their retirement plans and/or IRAs.
  • Waiving the 10% excise tax for early distributions (pre-age 59 1/2).
  • Allowing recipients to be taxed on the distribution over three years.
  • Recontributing the amount received to the distributing plan or IRA or to another plan or IRA within three years after the date the distribution was received.

A few questions raised:

Is a plan required to accept a recontribution of a CRD?

No. While CRD repayments are considered rollovers, a plan is not required to accept them. If the plan does not accept rollovers, it does not have to be changed to accept rollovers or recontributions. A plan that does accept rollovers should review the recontribution of a CRD under the same procedures that apply to any other rollover contribution.

Is a recontribution of a CRD a rollover?

Even if a plan did not make CRDs available, qualified individuals who received distributions under existing plan provisions, either as in-service withdrawals or termination distributions, can designate those distributions as CRDs. This could, for example, make a hardship withdrawal eligible for recontribution.

Participants who received distributions may be informed of their ability to repay CRDs if they find they didn’t need the entire amount they withdrew.

How do recontributions of a CRD impact the amount already reported as taxable income?

Individuals may report one-third of the CRD amount as taxable income in each of three years, beginning with 2020. Alternatively, individuals may report the entire amount as taxable income on their 2020 tax returns and pay the associated taxes. However, the participant’s tax reporting is irrelevant from a plan perspective.

An individual may recontribute all or any portion of the CRD as a rollover to a plan or IRA within three years of receipt and avoid taxation on that amount. Any participant is responsible for obtaining his or her own tax advice.

Coronavirus-Related Loans


What the CARES Act changed:

  • Limits increased. The CARES Act increased the $50,000 limit on loans to $100,000 and the cap of 50% of the borrower’s vested balance to 100% for loans from defined contribution plans for qualified individuals made from March 27, 2020 through September 22, 2020.
  • Repayments delayed. Qualified individuals could elect to defer repayments on their plan loans that would occur from March 27 through December 31, 2020 for up to one year. Repayments for such a loan are adjusted to reflect the delayed due date and any accrued interest during the delay when they resume. The delay period is ignored in determining the five-year maximum period for a plan loan.


A few questions raised:

Must plan administrators provide notice to current employees who have outstanding loans that changed?

Qualified individuals who suspended loan repayments should have been notified that repayments resumed and that their loan was re-amortized for the remaining period of the loan to account for the accrued interest during the suspension period.

How will a loan “rolled in” from a prior employers’ plan by a new employee impact the plan?

Nothing changes. If a plan accepts rollovers of loans from other plans, the plan’s existing procedural rules still apply.


What happens to the loans of newly exited employees?

Nothing changes. Most plans do not permit former employees to take plan loans and require repayment of loans upon employment termination. These plans are not required to change. If a plan permits terminated employees to continue to repay outstanding loans, normal procedures apply.

Should special guidance be given to employees who took a CARES Act loan and are about to retire?

No special notice is required, and normal loan procedures will apply. If a CARES Act loan has been taken, it is still a plan loan and normal disclosures will suffice.

Minimum Required Distributions


What the CARES Act changed:

  • For 2020, all minimum required distributions were suspended.

A few questions raised:

Was this required?

Most administrators suspended these payments, but the plan sponsor had discretion as to whether to implement the suspension. Payments for 2021 are required to be paid by December 31, 2021 (or April 1, 2022 for initial required distributions for 2021).

What Else Should I Know?

One other thing to keep in mind is to speak with your plan administrator because plan amendments for the CARES Act provisions implemented are required by the end of the 2022 plan year (the 2024 plan year for governmental plans).

While we look towards recovery, a lot of has changed, but most has stayed the same. Hopefully, these detailed particulars were helpful as you oversee your company’s retirement plan. As you know, managing a retirement is no walk in the park, so when you have questions and would like to discuss in more detail, we are always here to help.




9161 Liberia Avenue

Suite 100

Manassas, VA 20110

Office: (703) 878-9050

Toll Free: (866) 364-6262

Fax: (703) 878-9051



11921 Freedom Drive

Two Fountain Square

Suite 550

Reston, VA 20190

Office: (703) 904-4388

Toll Free: (866) 364-6262

Fax: (703) 878-9051

This information was developed as a general guide to educate plan sponsors and is not intended as authoritative guidance or tax/legal advice. Each plan has unique requirements, and you should consult your attorney or tax advisor for guidance on your specific situation.

©401(k) Marketing, LLC.  All rights reserved. Proprietary and confidential.  Do not copy or distribute outside original intent.

Q3 2021 Newsletter: Measurement and Strategic Planning Edition

July 12, 2021

Alliant Wealth Management Strategic Management Newsletter

As the first half of the year phases out, it’s time to focus on measuring and begin strategic planning for your retirement plan. There’s a lot of new items on the agenda this year, from the CARES Act rules for repayment of loans to SEPs, MEPs and PEPs.  Plan sponsors may have a lot of their plates.

This quarter, we’re helping you make sense of all of the normal duties as well as the new plan sponsor obligations. Jump right in with our Q3 newsletter!

Download the Newsletter

Essential Form 5500 Filing Guidance for 401(k) Plan Sponsors

June 03, 2021

By Laurie C. Wieder

The IRS 2020 Form 5500 filing deadline is less than two months away for employers sponsoring 401(k) plans whose year ends on December 31. Most sponsors rely on a Third Party Administrator to prepare their Forms, but it is the sponsor’s responsibility to assure the forms are completed accurately and filed on time.

It’s important to understand that the signer of the Form 5500 is considered a plan fiduciary who has potential personal liability for the compliant administration of the 401(k) plan. This includes being responsible for the accuracy of the information contained on the Form 5500. Accuracy is important not only because it’s part of operating compliantly but because errors on the Form 5500 can raise a red flag for the IRS or the Department of Labor and trigger an audit.

Each year the Department of Labor publishes a guide to assist employers in filing the Form 5500. The 2020 Instructions for Form 5500 may be accessed on the DOL.gov site.

Which Form to File

In general, plans with fewer than 100 participants file Form 5500-SF. Those with more than 100 participants file Form 5500 and various schedules, depending upon their plan make-up. Two commonly required schedules include Schedule C, which identifies service providers receiving $5,000 or more in compensation, and Schedule H, which presents financial information about the plan. Other schedules can be necessary.

When to File

Forms 5500 must be filed seven months after the conclusion of the plan year. For plans with a December 31 year-end, the filing deadline is July 31. However, plans may file for an extension by completing Form 5558, which extends the filing deadline by two and half months. That’s October 15 for a plan with a December 31 year-end. Late filing can result in penalties from both the IRS ($250 per day) and the DOL ($1,100 per day).

How to File

Forms 5500 must be filed electronically under the ERISA Filing Acceptance System (EFAST2). Instructions are provided at www.efast.dol.gov. The site permits sponsors not previously registered to do so and helps previous electric filers locate their PIN, which is necessary for filings.

Reviewing the Form 5500 before Filing

  1. Review the Form 5500 as though it is the first time you see it. Check each number – including your EIN and plan number – for accuracy. Do not rely on a previous form!
  2. Make sure the time period covered is not more than 12 months. Also check last year’s form to make sure there is no gap between the two documents; the beginning date of this year’s form should be the day after the final date of last year’s form.
  3. Choose a business code from those in the section marked “Codes for Principal Business Activity” in the 2020 Instructions. It is okay if this year’s code is different from the one used in a previous year.
  4. Ensure your Form 5500 distinguishes and tallies participants who are active, have balances and are terminated. Review the IRS definitions for each in the 2020 Instructions. Remember that the IRS defines an active participant as any participant who was eligible to contribute during the plan year, whether they did so.
  5. Make sure the plan characteristic codes listed on the form accurately describe your plan’s operations. For example, if you select 2F to indicate you intend to operate under ERISA Section 404(c) – and thus eliminate your potential liability for participants’ investment selections – then you must make sure you provide participants notice of your intention and the necessary materials that will allow them to make an informed investment selection.
  6. Confirm you have fidelity/ERISA bond coverage, answering YES to the question, “Was this plan covered by a fidelity bond?” A frequent error is to answer this question NO even when a plan is protected because the question asking for verification of coverage is listed among other questions to which the compliant answer is NO.
  7. Understand the amount required of the plan’s fidelity/ERISA bond. It must be 10 percent of plan assets as of the first day of the plan year for which the Form 5500 is filed or $500,000, whichever is less. If there is company stock offered in the 401(k) plan, then the maximum bond requirement increases from $500,000 to $1 million.
  8. Make sure all schedules and attachments correctly reference the name of the plan, EIN, plan number and so forth.
  9. If you terminate a plan, remember to file a Form 5500 for the plan.
  10. If a Third Party Administrator is not submitting the Form 5500 for you, make sure you have completed the electronic signature process before filing the Form 5500. Failure to sign can result in a “processing stopped” error message.
  11. Retain an original copy of the Form 5500 with all required signatures and dates for your 401(k) compliance folder.

This blog is written to help make the lives of plan sponsors easier in the process of meeting legal requirements under ERISA and improving their defined contribution plans. Please understand that reading this blog should not alone take the place of a one-on-one consultation regarding the needs of your specific plan and hence cannot be a guarantee against fiduciary breaches.

Laurie Wieder is Vice President - Institutional Retirement Plan Specialist with Alliant Wealth Advisors. She consults with 401(k) plan sponsors on retirement plan best practices, particularly in the areas of strategic plan design, plan management and compliance. She backs her expertise as a retirement plan specialist with more than 30 years of experience as a consultant, business owner and organization executive.

The ABCs of Changing Service Providers

May 06, 2021

By Laurie C. Wieder

Are you ready for a change to your 401(k) plan . . . but concerned that moving from one service provider to another may be too daunting a task to take on? Working with a knowledgeable advisor and vendors who have well-defined onboarding processes can reward plan sponsors and participants with a better retirement plan.

The following points can help you better understand the conversion process to determine whether a prospective provider is up to the task of smoothly onboarding your plan.

  • Understanding Service Providers – Whether you are changing one vendor or hiring a new team, it’s important to understand the role of each provider. Your advisor should be knowledgeable in plan conversions and committed to guiding you through each step. Whether your plan is “bundled” – meaning a single service provider acts as both recordkeeper and Third Party Administrator and interfaces with a custodian – or whether you are hiring a separate recordkeeper and/or Third Party Administrator, any proposed vendor should describe their onboarding process to your satisfaction. Ask for a timeline and probe to clarify how vendors will manage the process for you.
  • Contract Signing – How easy will it be for you to understand and complete the service agreements? Preparation of these documents, which often are lengthy, can be eased by a briefer questionnaire that gathers such information as company and ownership information, plan assets, number of participants and current plan vendors. The new vendor can then populate the agreement(s). Vendors should allow at least three days for your review before signing.
  • Your Role in Providing Information – Your most important task is providing an accurate census of all employees and any terminated employees with remaining balances. Your new recordkeeper will request personal information; dates of hire, termination and re-hire; hourly and/or salary pay; current deferral rates; and more. Your recordkeeper will set up accounts for all participants and should notify you as employees become eligible to participate as well as calculate vesting for participants who terminate. Your effort in compiling this data allows your recordkeeper to assist you with compliant plan administration.
  • Transitioning from Current Vendors – Your new vendors should assist you in terminating current relationships by providing you with letters that inform them of discontinuation of service. Often, the new vendor will send the letter(s) on your behalf. Ask how a new recordkeeper will interface with your current provider to schedule the transfer of plan assets. If your plan year does not end before the conversion to a new Third Party Administrator, ask how the new vendor will obtain the year-to-date data to perform your annual plan testing and Form 5500 filing.
  • What’s a Blackout? – When plan assets move from one recordkeeper to another, participants must be notified 30 days before the transfer. There is a blackout period during the transfer when participants cannot make investment changes or take loans or distributions. Assure that the new vendor will prepare the blackout notice and determine if they will send it out on your behalf, as many do. Ask how long plan assets will be in blackout and the recordkeeper’s timeline for reconciling accounts before lifting the blackout.
  • Plan Investments – If you are hiring a new recordkeeper, you will likely need to change plan investments. Retail recordkeepers may require that you include their proprietary funds in your line-up, while independent recordkeepers will not. If a retail recordkeeper accepts non-proprietary funds, you will want to ask if they charge additional fees to participants who select them.

Also, consider the role of your plan advisor. The highest level of advisory service is that of an ERISA 3(38) Fiduciary Investment Manager. This plan fiduciary will act on your behalf to select the plan investments. This relieves you of potential liability for the investment selections and saves you time. Or, your advisor may serve in either a co-fiduciary or sales consultant role.

  • Plan Design – A new Third Party Administrator likely will need to restate your plan using their prototype document. The TPA can adopt your plan without change after reviewing current plan documents and testing results, but ideally should interview you on your plan objectives and recommend potential improvements. Some changes may be made mid-year while others must wait until the next plan year. Your TPA can handle both types of changes through a restatement and amendments. Your TPA should also guide you in purchasing an ERISA bond.
  • Enrolling Participants – You’ll want help to orient employees to the new plan once accounts have been set up but before assets have transferred. Your recordkeeper and TPA can help you identify and prepare necessary participant notifications. These can include all legally required notices including a Summary Plan Description as well as account log-in information and instructions on changing deferral rates and selecting plan investments. Ask how your recordkeeper will provide this information at enrollment and in the future; will they send information out on your behalf and/or provide you with copies? Ask your advisor for help in holding an Enrollment Meeting. It could be on-site or online and could be recorded for re-viewing. Best practices for an Enrollment Meeting include not only introducing investments but speaking about the importance of adequate savings to lead to a secure retirement.

Sponsors often wonder about the best time for a vendor change.   With sophisticated providers and automated systems, a vendor change can be made smoothly at any time during the plan year. Considering the answers to your questions on the topics above can help you identify qualified vendors that can provide improvements to benefit you and your employees.

This blog is written to help make the lives of plan sponsors easier in the process of meeting legal requirements under ERISA and improving their defined contribution plans. Please understand that reading this blog should not alone take the place of a one-on-one consultation regarding the needs of your specific plan and hence cannot be a guarantee against fiduciary breaches.

Laurie Wieder is Vice President - Institutional Retirement Plan Specialist with Alliant Wealth Advisors. She consults with 401(k) plan sponsors on retirement plan best practices, particularly in the areas of strategic plan design, plan management and compliance. She backs her expertise as a retirement pan specialist with more than 30 years of experience as a consultant, business owner and organization executive.

Video: 12 Types of Financial Education Your Employees Need

April 07, 2021

Headline Image 12 Types of Fin Education Your Emplo

Each of your employees is unique with their own individual lifestyle path. That said, your employees need guidance to make smarter decisions about their money so they can learn not only how to save today but how to build wealth for the future!

Here are the 12 types of financial education your employees need to begin and continue building towards their future.

Watch the Video

A CFOs Guide to Financial Wellness

April 07, 2021

Headline Image A CFOs Guide to Financial We

When employees are financially stressed, they spend three or more hours a week – approximately 150 hours per year – worrying about personal finances or dealing with them at work.[1]

A financial wellness program is a soft benefit, so if you feel anxious about offering this benefit, you’re not alone. There are a lot of questions to consider:

  • Will employees be engaged in the program?
  • Will productivity improve?
  • Will turnover decrease?
  • Will this program improve our balance sheet?
  • And, more importantly, how to measure ROI?

Here’s your CFOs Guide to Financial Wellness

Download the Guide

5 Reasons to Rethink Financial Wellness

April 07, 2021

AWA Q2 2021 Headline Images v2 Page 2

Employees are worried about their finances. They worry about them in the evenings, on weekends and during working hours. Plus, with the increased stress caused by the pandemic, it’s no secret your workforce could use some help.

More than meets the eye

Many employees struggle with cash for emergencies. In a recent 2020 study, they found that 47% of respondents had difficulty finding $250 for emergencies[1] and had to resort to credit instead. While millennials are saddled with loan debt, members of the "sandwich generation" are burdened with dividing their limited resources between themselves, their children and their parents, while still trying to prepare for their own retirement.

Each employee demographic is struggling with their own financial challenges, which is why a dynamic financial wellness program needs to span the generations and provide potential solutions for each unique situation.

How can employers help?

Oftentimes, one of the major problems is a lack of access to financial literacy resources. And it’s a problem that employers can help solve by providing financial wellness programs for their employees. Here are five advantages of a financial wellness program:

  1. Engagement. Are your employees going through the motions or are they creating and sticking to their financial plans? Financial worries can increase employee stress which leads to distraction at work. It has been shown that offering a financial wellness program breeds loyalty and focus. Six in 10 workers say they are more committed to their employer and more productive at work when they have a financial wellness program.[2]
  2. Lower health care costs. Financially unhealthy, stressed employees frequently have higher health care costs. Financially stressed employees may increase corporate health care budgets, as their health care costs run 46% higher than non-stressed employees.[3] Lowering overall health care expenses tend to lead to lower employer costs.
  3. Fewer incidents of “presenteeism.” “Presenteeism” is a term that describes lost productivity by employees who are physically present, but not working. They are distracted by outside work stressors. This stagnant time costs employers in lost wages, lost productivity and reduced job performance.
  4. Retention and attraction. As stated, employees say financial wellness programs demonstrate that their employers care about them, encouraging commitment to the company. Losing employees costs money in recruitment efforts and the training of new hires. Turnover can cost employers 120-200% of the salary of the positions affected.[4] The presence of this program in your employee benefits package may also help attract new talent.
  5. Retirement saving. Employees who have their budgets and debts under control are much more likely to save via their 401(k) plan and increase their contributions as their financial situation improves. These employees are also less likely to take a loan from their 401(k) plan.

Becoming an employer of choice

Joining the employers that offer a financial wellness program can help you demonstrate your understanding that happy, healthy employees are vital for a highly productive company. But keep in mind, helping your employees become financially healthy is a little more complex than it might seem at first glance.

Here are three tips for increasing employee financial literacy:

  • Choose resources relevant to your specific workforce. What works for the millennials may not work for baby boomers.
  • Ask your employees. Priorities often differ between genders, age groups, married, single, families, lifestyle, homeowners, renters and so on. Send out an anonymous poll with targeted questions to better understand your employees and what resources they need to confront their financial challenges.
  • Learn the boundaries. Employees want their employers to provide and facilitate the program but don’t want them to be overly involved in their personal lives. So set clear expectations and firm boundaries to help prevent overstepping from work life into personal space.

The ultimate goal is financial well-being. It’s not enough for employees to learn about what constitutes financial well-being; they must put it into action to achieve success.

Having a financial wellness program can benefit your employees in the form of improved employee morale and boost their productivity at the same time. It’s a win-win situation for all.


This information was developed as a general guide to educate plan sponsors and is not intended as authoritative guidance or tax/legal advice. Each plan has unique requirements, and you should consult your attorney or tax advisor for guidance on your specific situation.

©401(k) Marketing, LLC. All rights reserved. Proprietary and confidential. Do not copy or distribute outside original intent.


[1] C. J. Marwitz. “Employee Financial Wellness: Looking Ahead to 2021.” BenefitsPro. December 4, 2020.

[2] Prudential. “Wellness Programs Earn Their Place in Human Capital Strategy.” June 2019.

[3] Jane Clark. “Offering financial wellness education could improve employee productivity.” January 29, 2019.

[4] Umass Lowell. “Financial Costs of Job Stress.” 2019..

Participant Infographic: 3 Ways to Confront Your Financial Fears

April 07, 2021

Headline Image 3 Ways to Confront Your Fina

30% of Americans don’t have a budget. In fact, 3 in 5 don’t know how much they spend last month, and the median household retirement account balance in America is $50,000.

One if not all of these statistics could exist in your workplace. Here are three ways your employees can take your control of their finances and give their savings a boost for a better future.

Download the Guide

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