Start with the service schedule
List the medical and wellness services employees may receive, then verify providers, states, access rules, exclusions, dependent access, and any employee responsibility. Marketing categories are not a substitute for the current benefit schedule.
Ask how an employee uses each service in practice. A benefit that is difficult to access or poorly explained may not produce the engagement the company expects.
Map every dollar and payroll step
The written review should show deductions, employer contributions, reimbursements, fees, timing, wage treatment, participation assumptions, and downside cases. Any potential payroll-tax value should appear beside—not instead of—those inputs.
Do not treat a published ceiling or sample calculation as the company result. Recalculate the model using the employer's workforce and final program configuration.
Protect the decision process
The initial company-fit check should use company-level information. Employee medical records and payroll files are not necessary to decide whether a formal review is worth conducting.
Before enrollment, the employer should know which party owns plan documents, payroll coordination, employee communications, privacy, support, testing, and ongoing administration.