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Total Economic Impact
Cost Savings And Business Benefits Enabled By TriNet PEO
A FORRESTER TOTAL ECONOMIC IMPACT STUDY COMMISSIONED BY TriNet, January 2026
Total Economic Impact
A FORRESTER TOTAL ECONOMIC IMPACT STUDY COMMISSIONED BY TriNet, January 2026
As small and medium-size businesses (SMBs) scale and expand across state lines, HR complexity skyrockets, bringing compliance risks, administrative inefficiencies, and challenges in attracting top talent. Leaders seek ways to reduce HR overhead, improve the employee experience, and achieve their broader business goals without sacrificing regulatory compliance. TriNet delivers this through its Professional Employer Organization (PEO) solution, providing expert support and a streamlined platform to manage HR with confidence.
TriNet’s PEO is a comprehensive HR outsourcing solution designed to reduce complexity and enable growth for SMBs. It combines expert guidance, payroll and benefits administration, risk mitigation, and a scalable technology platform to create an efficient HR infrastructure. By minimizing administrative burden, TriNet empowers organizations to focus on strategic priorities rather than transactional tasks.
TriNet commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by joining TriNet PEO.1 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of TriNet PEO on their organizations.
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed five decision-makers at four organizations with experience using TriNet PEO. For the purposes of this study, Forrester aggregated the experiences of the interviewees and combined the results into a single composite organization, which is a US-based organization with 50 employees across multiple states.
Interviewees said that prior to using TriNet PEO, their organizations relied on manual HR setups or basic payroll tools, often without dedicated HR expertise. However, these prior solutions yielded limited success, leaving them with fragmented processes for payroll, benefits, and compliance, as well as heavy reliance on internal staff without scale or negotiating power. These limitations led to a higher administrative burden, risk of compliance errors across multiple states, and inability to offer competitive benefits to attract and retain talent.
After the investment in TriNet PEO, the interviewees described their organizations as streamlined and compliant, with payroll and benefits administration largely automated and supported by expert guidance. Key results from the investment include time savings for HR and finance teams, reduced compliance risk, and access to high-quality, cost-effective benefits that improve employee satisfaction and support operational growth.
Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:
Reallocating 95% of HR specialist resource time to core business activities. TriNet assumes responsibility for the composite organization’s payroll, benefits, and compliance management, freeing internal resources to focus on strategic initiatives. Over three years, these time savings are worth nearly $234,000 to the composite organization.
Reducing employee benefits costs by 12%. Through TriNet’s co-employment model, the composite gains access to enterprise-grade healthcare, life, and disability insurance. Prior to TriNet, the composite organization paid $13,000 per employee per year to source these benefits independently. With TriNet, employees receive equal or better coverage for approximately 12% less than the composite organization paid previously. Over three years, these cost savings are worth $185,000 to the composite.
Reducing employee time spent on HR tasks by 15%. Before TriNet, the composite organization’s employees lacked a centralized system for employment and payroll data, forcing them to navigate manual processes, consult multiple internal contacts, or reach out to external partners for routine HR questions. With TriNet’s integrated platform and mobile access, employees can self-serve tasks such as benefits enrollment, payroll updates, and time-off requests in one place, improving efficiency and reducing administrative friction. Over three years, these time savings are worth $11,000 to the composite.
Saving $17,000 over three years from retiring legacy point solutions. Before TriNet, the composite organization relied on a basic payroll tool and managed other HR functions through spreadsheets and manual processes. Transitioning to TriNet’s integrated platform allowed the organization to retire its standalone payroll software and consolidate HR tasks into a single system, reducing licensing costs and administrative overhead.
Unquantified benefits. Benefits that provide value for the composite organization but are not quantified for this study include:
Access to a breadth of high-quality employee benefit offerings. TriNet’s co-employment model enables the composite organization to offer premium benefits such as medical, dental, vision, life insurance, and retirement plans that SMBs typically cannot secure on their own. This expanded access strengthens the organization’s ability to attract top talent and improves retention by meeting employee expectations for competitive benefits.
Peace of mind on compliance. As the composite organization scales across multiple states, managing complex and evolving employment regulations becomes increasingly challenging. TriNet provides proactive compliance support, risk mitigation expertise, and workers’ compensation insurance, reducing exposure to costly errors and freeing leadership from the burden of monitoring regulatory changes.
Trusted partnership and expert support. Interviewees emphasized the value of having access to HR specialists who provide timely, knowledgeable guidance on issues ranging from policy development to employee relations. This consultative approach helps the organization make informed decisions and maintain confidence in its HR practices.
Simplified 401(k) administration. TriNet integrates retirement plan management with payroll, enabling automated calculations, accurate deductions, and timely deposits. Employees can adjust contributions via self-service, reducing HR workload and eliminating the need for specialized expertise.
User-friendly platform and mobile application. TriNet’s technology platform consolidates HR functions into a single system with intuitive navigation and mobile access. Employees and managers can complete tasks such as benefits enrollment, payroll updates, and time-off requests quickly and independently, improving overall user experience and reducing administrative friction.
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
Three-year fees for TriNet totaling $254,000. TriNet uses a per-employee, per-month (PEPM) pricing model for its core PEO services, which include payroll, benefits administration, and compliance support. For the composite organization, costs include a one-time onboarding fee of $7,350, annual administrative service fees of $1,680 per employee, and $2,400 annually for access to TriNet’s proprietary benefits decision-support tool. These fees scale with headcount growth and reflect the organization’s use of TriNet’s full-service HR infrastructure.
Implementation and three-year ongoing management costs of $15,000. The composite organization completes onboarding within two months, dedicating 50% of an internal HR specialist’s time to validating migrated employee data, configuring benefits options, and collaborating with TriNet’s implementation team. After onboarding, maintenance requires about 1 hour per week, or roughly 1.3 workweeks annually, to manage the platform and maintain alignment with TriNet on HR workflows. This engagement model ensures continuity without significant internal resource strain.
The financial analysis that is based on the interviews found that a composite organization experiences benefits of $447,000 over three years versus costs of $269,000, adding up to a net present value (NPV) of $178,000 and an ROI of 66%.
Return on investment (ROI)
Benefits PV
Net present value (NPV)
Payback
| Role | Industry | Region | Employees |
|---|---|---|---|
| Chief financial officer (CFO) | Financial services | United States, multiple states | 35 |
|
Financial controller HR administrator |
Software | United States, multiple states | 100 |
| HR business partner | Healthcare | United States, multiple states | 45 |
| VP of human resources | Manufacturing | United States, multiple states | 50 |
Prior to adopting TriNet PEO, interviewees described their organizations as operating with fragmented HR processes and limited resources. Most relied on manual workflows, basic payroll systems, and small internal teams without specialized HR expertise. These setups lacked integration, offered poor user experiences, and made it difficult to manage compliance across multiple states or provide competitive benefits.
Interviewees noted how their organizations struggled with common challenges, including:
Time-consuming HR tasks detracting from core business operations. Interviewees shared that executives and managers spent significant time on payroll, benefits administration, and compliance activities, reducing their ability to focus on strategic priorities. Manual processes and legacy systems amplified inefficiencies. The VP of human resources at a manufacturing company shared: “We had a very small, centralized HR team handling most of the administrative work. Our processes were primarily manual and internally managed due to the size of our workforce. This approach wasn’t particularly cost-effective for a small organization and left gaps in what we could accomplish. Because everybody was focused on the tactical, administrative tasks to keep the doors open, we didn’t have the ability to develop a strategic HR capability.”
Limited internal expertise in HR, payroll, and regulatory compliance. Forrester research states, “Massive regulation shifts, economic uncertainty, and global labor issues in the era of borderless and nontraditional workers are adding a huge layer of complexity that HR leaders must navigate carefully.”2
Interviewees’ organizations often lacked dedicated internal HR professionals, leaving administrative tasks to finance, operations, or external consultants. This created risk exposure and increased the likelihood of errors in areas such as tax filings and employment law compliance. It also increased the overhead needed to complete these tasks, with inexperienced team members dedicating hours to research. The CFO of a financial services company explained: “If I gave [multistate payroll management] the old college try, who knows if it would be right? You might get a notice in the mail, and then you call the state, and then you wait on hold forever. Next, you explain what’s happening, and it turns out you didn’t check the box that you’re supposed to check or something, and then you have to redo all the paperwork. So it’s a huge thing.”
Inability to offer attractive benefit packages to attract and retain employees. These SMBs struggled to access affordable, competitive benefits without the scale or negotiating power of larger enterprises. Most of the interviewees’ organizations were forced to source benefits independently, which resulted in a subpar offering at inflated costs that rose annually. As the HR business partner at a healthcare organization put it, “When you don’t have a good, solid number of employees, you have zero power to negotiate.” Furthermore, as their organizations looked to grow and attract more senior talent within a competitive landscape, they knew they would need to offer employee benefits of the quality that these individuals would expect.
Poor reporting, analytics, and lack of automation. Legacy systems provided minimal to no visibility into workforce data and lacked automation for routine tasks. Interviewees highlighted challenges in generating accurate reports and tracking HR metrics, which hindered decision-making and operational efficiency.
Forrester research states, “Organizations, globally, plan to significantly increase their spending on HR, recruitment, workforce management, and overall workforce and talent intelligence technologies in the next five years.”3 Reflecting this, the interviewees were prepared to strengthen their investment in a solution that could:
Integrate HR functions and streamline operations.
Provide access to comprehensive and potentially cost-effective employee benefits.
Demonstrate proven risk mitigation and compliance expertise.
Offer high-quality, responsive customer service.
Based on the interviews, Forrester constructed a TEI framework, a composite company, and an ROI analysis that illustrates the areas financially affected. The composite organization is representative of the interviewees’ organizations, and it is used to present the aggregate financial analysis in the next section. The composite organization has the following characteristics:
Description of composite. The composite is a US-based organization operating across multiple states. It has 50 employees when it partners with TriNet and experiences 10% growth year over year, resulting in 60 employees by Year 3. Prior to TriNet, the composite organization required 1.5 FTEs, leveraging a combination of homegrown processes and a simple payroll solution, to manage all HR needs.
Deployment characteristics. The composite organization adopts TriNet PEO in Year 1, following a two-month implementation period. TriNet manages the composite organization’s payroll, benefits, and risk mitigation activities. It also provides the composite organization’s employees with an all-in-one HR platform to self-service onboarding, benefits enrollment, and employment information changes.
50 employees in Year 1
60 employees by Year 3
Multistate workforce
Requires 1.5 FTEs to manage its legacy environment
| Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|
| Atr | Time savings from TriNet HR support | $94,033 | $94,033 | $94,033 | $282,099 | $233,846 |
| Btr | Cost savings from TriNet-sponsored benefits | $66,690 | $74,826 | $83,261 | $224,777 | $185,022 |
| Ctr | Employee efficiency from using TriNet | $4,019 | $4,420 | $4,822 | $13,261 | $10,929 |
| Dtr | Cost savings from retiring legacy HR tools | $6,175 | $6,793 | $7,410 | $20,378 | $16,795 |
| Total benefits (risk-adjusted) | $170,916 | $180,072 | $189,526 | $540,515 | $446,592 |
Evidence and data. Before TriNet, the interviewees’ organizations relied on a mix of internal resources, including executives and external consultants, to manage payroll, benefits, compliance, and employee inquiries. After partnering with TriNet, these tasks became streamlined, freeing up hours each month and eliminating the need for additional HR headcount. This ultimately enabled their organizations to reallocate HR and executive time to more strategic activities, improve operational efficiency, and reduce the burden on internal staff.
TriNet saved organizations time by automating payroll processing and ensuring compliance across multiple states. Interviewees described payroll as a manual, error-prone process before TriNet, requiring heavy involvement from finance and HR. One VP of human resources at a manufacturing company explained that without TriNet, payroll “would be very manual and Excel-based. … I expect that it took us at least twice as long if not longer to get payroll out.”
In contrast, the CFO at a financial services company shared: “Payroll is super easy to do [with TriNet]. It’s very intuitive. … Someone who’s already super busy can still complete everything.” They added that they now spend “no more than 1 hour on payroll per month.” Similarly, an HR business partner at a healthcare company said: “I don’t spend a lot of time on my payroll. … I could not do payroll without TriNet.”
Interviewees emphasized that sourcing and negotiating benefits independently was time-intensive and often required external consultants. TriNet eliminated this burden by providing pre-negotiated, competitive plans. As one HR business partner at a healthcare company explained: “If we were to hire a payroll person, I would have the budget to pay a junior person because I don’t need a lot of person hours, yet I need the knowledge of a senior person to keep in compliance. And TriNet gives me that.”
TriNet’s platform and mobile app streamlined HR workflows, reducing manual effort for payroll, onboarding, and reporting. The CFO at a financial services company described the experience as “set it and forget it,” while an HR business partner at a healthcare company noted: “I’ve probably onboarded 20 to 25 employees since I joined. I just tell them to go to the TriNet platform and walk through it and pick their benefits. It’s super user-friendly. There is someone there that you can chat with who makes it very easy to get help if they need it.”
Another VP of HR at a manufacturing company added: “[TriNet’s] platform has clearly improved the speed and the accuracy of our payroll. We have an integration with a time and attendance tool for our hourly workforce. All of that data is uploaded into TriNet so that we can manage everything through a central resource. It’s improved our ability to look at the organization more holistically from a payroll perspective. It’s been a good time-saver for us. and we’re comfortable with the accuracy that is provided and that it’s compliant.”
TriNet’s self-service tools and dedicated support reduced the time HR spent answering routine employee questions. Employees could now resolve most issues independently, freeing HR for strategic work. A VP of HR at a manufacturing company explained: “When we had internal administrative resources, our employees, especially within our hourly workforce, tended to immediately go to them for help. Encouraging folks to reach out to TriNet initially has changed that culture. Employees will still come to me if they can’t get something resolved, but that’s rare. For example, my involvement is limited during open enrollment. I set up the design, and it gets rolled out. Sometimes folks have questions, but they’re few and far between. People know the drill, and they go and do what they need to do.”
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Before TriNet, the composite organization dedicated the equivalent of 1.5 FTEs’ time to managing payroll, HR compliance, benefits administration, and HR-related issues.
The average fully burdened hourly rate for an HR specialist is $47.
TriNet supports HR functions and allows the composite organization to reallocate 95% of its prior HR-related workload to other tasks and business initiatives.
Forrester assumes that not all recovered time will be used for productive or value-added activities, so a 75% productivity recapture rate is applied.
Risks. An organization’s realization of time savings from TriNet’s support of HR functions will vary due to several factors, including:
The size of the company and the number of employees dedicated to performing HR functions.
The geographic distribution of employees and the complexity of state-specific compliance requirements.
The extent to which employees and HR staff leverage TriNet’s self-service and automation capabilities.
Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $234,000.
HR specialist resource time reallocated to core business activities
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| A1 | Time dedicated to managing payroll, benefits, HR compliance, and HR-related issues in the prior environment (hours) | Composite | 3,120 | 3,120 | 3,120 | |
| A2 | Percentage of time spent managing HR activities in the prior environment reallocated to TriNet | Interviews | 95% | 95% | 95% | |
| A3 | Average fully burdened hourly rate for an HR specialist | Composite | $47 | $47 | $47 | |
| A4 | Productivity recapture | TEI methodology | 75% | 75% | 75% | |
| At | Time savings from TriNet HR support | A1*A2*A3*A4 | $104,481 | $104,481 | $104,481 | |
| Risk adjustment | ↓10% | |||||
| Atr | Time savings from TriNet HR support (risk-adjusted) | $94,033 | $94,033 | $94,033 | ||
| Three-year total: $282,099 | Three-year present value: $233,846 | |||||
Evidence and data. Interviewees shared that TriNet enabled their organizations to offer competitive benefits at a lower cost than they could achieve independently. Before TriNet, the organizations faced steep premiums and lacked negotiating power with carriers. By leveraging TriNet’s scale and pre-negotiated plans, organizations reduced benefit costs while improving coverage, turning benefits into a strategic advantage for hiring and retention.
TriNet’s purchasing power allowed organizations to secure better rates than they could obtain on their own. An HR business partner at a healthcare company noted: “With 40 employees, if I go out to the marketplace to source benefits, I have no power. I’d get the worst rate ever. With TriNet, they offer us a much better rate.”
Organizations emphasized that negotiating benefits without TriNet would require significant time and external expertise. A VP of HR at a manufacturing company shared: “TriNet allowed us to offer more competitive benefits and support and gave us access to resources beyond what we would be able to do as an individual 50-headcount organization.” They added, “We would need a benefits consultant to do the search and resourcing given our population. … Benefits is its own animal, and they are professionals who devote their lives to those kinds of things.” TriNet eliminated this need, saving both time and consulting costs.
Beyond time and cost savings, TriNet’s employee benefits offerings improved talent acquisition and retention. At the interviewees’ organizations, nearly all eligible employees were enrolled in TriNet-sponsored benefits, including medical, dental, vision, life, disability, and 401(k) plans. A CFO at a financial services company explained: “It definitely helps when presenting the offer as a total package … the benefits that you are able to receive on day one. There’s no waiting period.” Interviewees consistently described benefits as a major draw for candidates and a reason employees stay.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
The organization offers its employees all medical, dental, vision, life, and disability benefits available through TriNet.
The organization pays approximately $13,000 annually per employee for independently sourced benefits, increasing 2% annually.
TriNet’s benefits cost allocation is 12% lower than prior costs.
At the composite, 95% of eligible employees enroll in TriNet-sponsored benefits.
Risks. An organization’s realization of cost savings on employee benefits will vary due to several factors, including:
The number of employees and headcount growth.
The benefits package an organization previously offered to employees and its cost, as well as the annual price increases introduced by a previous insurance provider.
Market conditions and carrier pricing fluctuations.
Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $185,000.
Reduction in cost of employee benefits
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| B1 | Employees | Composite | 50 | 55 | 60 | |
| B2 | Percentage of employees enrolled in healthcare benefits | Composite | 95% | 95% | 95% | |
| B3 | Annual healthcare benefit cost per employee sourced through broker | Composite | $13,000 | $13,260 | $13,525 | |
| B4 | Cost savings through TriNet | Interviews | 12% | 12% | 12% | |
| Bt | Cost savings from TriNet-sponsored benefits (rounded) | B1*B2*B3*B4 | $74,100 | $83,140 | $92,512 | |
| Risk adjustment | ↓10% | |||||
| Btr | Cost savings from TriNet-sponsored benefits (risk-adjusted) | $66,690 | $74,826 | $83,261 | ||
| Three-year total: $224,777 | Three-year present value: $185,022 | |||||
Evidence and data. Interviewees reported that TriNet improved employee efficiency by reducing the time employees spent on HR-related inquiries and administrative tasks. Before TriNet, employees often relied on internal HR or managers for routine questions about benefits, payroll, and leave, which disrupted their work and consumed additional time. With TriNet’s self-service platform and chat assistant, employees gained direct access to information and support, enabling them to resolve issues quickly and independently.
The VP of HR at a manufacturing company explained that employees previously depended heavily on internal HR for help during open enrollment and benefits questions, but now, “My involvement is limited … people know the drill and go do what they need to do.”
Similarly, the HR business partner at a healthcare company noted that onboarding became almost entirely self-service, with new hires completing benefits enrollment through TriNet’s platform on their first day.
A financial services CFO shared that employees now use TriNet’s chat feature for routine questions, reducing interruptions to their work and freeing HR from answering repetitive inquiries. Across interviews, interviewees estimated that employees saved about 30 minutes per month on HR-related tasks, and onboarding time dropped from several days to less than one day, accelerating time to productivity.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Before TriNet, each employee at the composite organization spends an average of 2 hours per month or 24 total hours annually on HR-related tasks, including open enrollment, payroll review, and paid time off (PTO) management.
TriNet enables employees to manage these tasks 15% more efficiently.
The average fully burdened hourly rate for a civilian worker is $47.
Forrester assumes that not all recovered time will be used for productive or value-added activities, so a 50% productivity recapture rate is applied.
Risks. An organization’s employee efficiency gains may vary based on:
The size of the organization.
The level of employee adoption of self-service tools.
The complexity and frequency of HR inquiries that employees need to resolve.
Results. To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $11,000.
Increase in employee efficiency with TriNet
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| C1 | Employees | B1 | 50 | 55 | 60 | |
| C2 | Time spent per employee on HR-related tasks in prior environment (hours) | Composite | 24 | 24 | 24 | |
| C3 | Efficiency gain with TriNet | Interviews | 15% | 15% | 15% | |
| C4 | Average fully burdened hourly rate for an employee | Composite | $47 | $47 | $47 | |
| C5 | Productivity recapture | TEI methodology | 50% | 50% | 50% | |
| Ct | Employee efficiency from using TriNet | C1*C2*C3*C4*C5 | $4,230 | $4,653 | $5,076 | |
| Risk adjustment | ↓5% | |||||
| Ctr | Employee efficiency from using TriNet (risk-adjusted) | $4,019 | $4,420 | $4,822 | ||
| Three-year total: $13,261 | Three-year present value: $10,929 | |||||
Evidence and data. Interviewees reported that adopting TriNet allowed their organizations to retire multiple legacy HR tools and manual processes, resulting in direct cost savings and reduced administrative complexity. Before TriNet, organizations relied on standalone payroll software, spreadsheets, and separate systems for benefits and compliance. By consolidating HR functions and data into a single solution, organizations avoided the cost of maintaining multiple systems and reduced the need for external consultants or additional headcount.
The financial controller at a software company said that prior to using TriNet, they licensed a simple payroll software tool to track work hours and calculate wages. With this tool, the interviewee was required to manually input, review, and process payroll each period, resulting in significant administrative overhead and creating room for error. Their organization retired the tool once it moved to TriNet.
Interviewees also highlighted that TriNet’s integrated platform eliminated the need for separate 401(k) administration tools, reducing complexity and risk. The financial controller at a software company shared that managing 401(k) outside TriNet was “a lot more stressful,” requiring manual calculations and updates, whereas TriNet enabled employees to make changes themselves through the platform.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Prior to TriNet, the composite organization licensed a simple payroll tool to track its finances. The licensing fees for this tool were $6,500 in Year 1, $7,150 in Year 2, and $7,800 in Year 3.
The composite organization retires this tool once it partners with TriNet.
The composite organization does not license additional HR software, instead relying on standard office software to facilitate manual processes.
Risks. An organization’s realization of cost savings will vary due to several factors, including:
The extent to which HR tools were used in the prior environment and can be retired with TriNet.
Results. To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $17,000.
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| D1 | Annual cost of HR tools in prior environment | Composite | $6,500 | $7,150 | $7,800 | |
| Dt | Cost savings from retiring legacy HR tools | D1 | $6,500 | $7,150 | $7,800 | |
| Risk adjustment | ↓5% | |||||
| Dtr | Cost savings from retiring legacy HR tools (risk-adjusted) | $6,175 | $6,793 | $7,410 | ||
| Three-year total: $20,378 | Three-year present value: $16,795 | |||||
Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:
Access to a breadth of high-quality employee benefit offerings. Interviewees consistently highlighted TriNet’s ability to deliver enterprise-grade benefits as a game changer for SMBs. Before TriNet, these organizations struggled to negotiate competitive rates and often settled for limited options at inflated costs. By leveraging TriNet’s scale and pre-negotiated plans, customers gained access to comprehensive medical, dental, vision, life insurance, and retirement offerings comparable to — if not exceeding — those of larger employers. This capability not only improved employee satisfaction but also became a strategic advantage in attracting and retaining talent in competitive markets.
The CFO at a financial services company explained: “Everyone who is eligible for benefits is enrolled at our company. So every single person takes advantage of it. … That means they’re getting better insurance than their spouse [could provide] or they would have been able to get somewhere else.” This level of access was described as unattainable without TriNet, and interviewees noted that benefits were often a deciding factor for candidates evaluating job offers.
Peace of mind on compliance. Managing compliance across multiple states was described as one of the most stressful and time-consuming challenges prior to TriNet. Interviewees shared that without expert guidance, they faced risks of costly errors in tax filings, wage laws, and employment regulations. TriNet alleviates this burden by proactively monitoring legislative changes and guiding organizations through complex requirements. Customers reported that TriNet not only ensures accuracy in payroll and filings but also provides step-by-step support when new compliance scenarios arise, such as expanding into additional states or adjusting pay schedules. An HR business partner at a healthcare company illustrated this: “TriNet was very good at holding my hand and telling me, ‘OK, do this, submit this, do it this way,’ so I never worry about compliance and payroll. I know that TriNet has my back, and I trust them wholeheartedly.” This confidence allowed leaders to focus on growth rather than regulatory risk, which they described as “priceless” for lean teams.
In addition, workers’ compensation and employer liability coverage were cited as critical benefits of TriNet’s co-employment model. Prior to TriNet, organizations faced high premiums and administrative complexity when sourcing these protections independently. Interviewees noted that this feature alone made TriNet more cost-effective than previous providers. A CFO summarized the impact: “TriNet was less expensive mainly because of workers’ comp. With our previous provider, premiums were much higher because we were on our own.”
Trusted partnership and expert support. Interviewees consistently praised TriNet’s consultative approach and the depth of expertise available through its dedicated support teams. Customers valued having a single point of contact for payroll and HR questions, as well as access to specialists for more complex issues such as employee relations or policy development. This relationship model gave organizations confidence that they could navigate sensitive situations without hiring additional internal resources or external consultants.
An HR business partner at a healthcare company shared: “If you’ve got any questions, you have a TriNet person who is responsible for your payroll — your go-to person. I can contact them at any time, and they are super knowledgeable. And what they don’t know, they go and find for me.” Interviewees described this level of responsiveness as a critical factor in their decision to choose TriNet over competitors.
User-friendly platform and mobile application. TriNet’s technology platform was highlighted as a major improvement over prior manual processes and fragmented systems. Interviewees noted that the platform consolidates HR functions into a single, intuitive interface, enabling employees and managers to quickly and independently complete tasks such as benefits enrollment, payroll updates, and time-off requests. Mobile access further enhances convenience, allowing employees to retrieve pay stubs or tax documents on the go.
Streamlined 401(k) administration. Interviewees described 401(k) management as a historically cumbersome process involving manual calculations, separate vendor portals, and compliance risks. A financial controller at a software company shared, “Without TriNet, we’d have to do calculations and deposits manually and hope we did it right.” TriNet simplified this by enabling the organizations to integrate retirement plan administration with payroll, allowing employees to adjust contributions through self-service while ensuring accurate deductions and timely deposits. This automation reduced HR workload and eliminated the need for specialized internal expertise or third-party consultants.
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement TriNet PEO and later realize additional uses and business opportunities, including:
Scaling with organizational growth. TriNet’s PEO model enables organizations to expand headcount and operations without taking on increased administrative burden. Interviewees noted that as their companies continue to grow across state lines, TriNet will absorb the complexity of payroll, compliance, and benefits management, eliminating the need for future additional HR hires.
Expanding HR capabilities. While most interviewees’ organizations initially adopted TriNet for payroll, benefits administration, and compliance, many discovered additional value in its broader HR capabilities over time. The interviewees reported using TriNet for reporting and analytics, such as pulling compensation and benefits cost reports for leadership or compliance audits. Others highlighted tools for open enrollment and digital onboarding workflows, which will further reduce manual work and eliminate the need for separate vendors. Some interviewees are also exploring The Wing, TriNet’s customer community, to provide employees with training and engagement opportunities. As organizations become more familiar with the platform, they are uncovering new ways to leverage TriNet beyond their original goals to enable greater efficiency, scalability, and employee engagement.
Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Total Economic Impact Approach).
| Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|---|
| Etr | TriNet fees | $7,718 | $90,720 | $99,540 | $108,360 | $306,338 | $253,867 |
| Ftr | Implementation and ongoing management | $8,208 | $2,668 | $2,668 | $2,668 | $16,210 | $14,841 |
| Total costs (risk-adjusted) | $15,925 | $93,388 | $102,208 | $111,028 | $322,548 | $268,708 |
Evidence and data. TriNet fees consist of a one-time onboarding fee and ongoing monthly administrative fees per employee. These fees cover payroll administration, benefits management, compliance support, and access to TriNet’s platform and HR expertise.
A VP of human resources at a manufacturing company emphasized that TriNet’s pricing model scaled predictably with headcount, avoiding the need for additional HR hires.
Pricing may vary. Contact TriNet for additional details.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
The composite organization incurs a one-time onboarding fee of $7,350.
Based on its total headcount, the composite organization incurs an annual administrative fee of $1,680 per employee.
The composite organization licenses TriNet’s benefits decision support tool for its employees, which has an annual cost of $2,400 based on headcount.
Risks. TriNet fees will vary based on several factors, including but not limited to:
The organization size.
The TriNet cloud products included in the organization’s deployment.
The level of TriNet customer support purchased.
Results. To account for these risks, Forrester adjusted this cost upward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $254,000.
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| E1 | One-time onboarding fee | TriNet | $7,350 | |||
| E2 | Employees | B1 | 50 | 55 | 60 | |
| E3 | Annual administrative service fee per employee | TriNet | $1,680 | $1,680 | $1,680 | |
| E4 | Benefits decision support tool | TriNet | $2,400 | $2,400 | $2,400 | |
| Et | TriNet fees | E1+(E2*E3)+E4 | $7,350 | $86,400 | $94,800 | $103,200 |
| Risk adjustment | ↑5% | |||||
| Etr | TriNet fees (risk-adjusted) | $7,718 | $90,720 | $99,540 | $108,360 | |
| Three-year total: $306,338 | Three-year present value: $253,867 | |||||
Evidence and data. Interviewees described the TriNet onboarding process as smooth and efficient, typically completed within four to six weeks. Onboarding involved data migration, payroll setup, compliance alignment, and employee education. Ongoing maintenance required minimal internal effort, with communication between internal HR or executives and TriNet representatives, as needed.
The VP of HR at a manufacturing company noted that onboarding was “seamless” and allowed them to establish foundational HR processes without diverting significant internal resources. A CFO at a financial services company estimated that their involvement during onboarding was limited to reviewing pre-populated data and attending brief orientation sessions.
Post-onboarding, interviewees reported that managing the TriNet relationship required only a few hours per month, primarily for routine updates or special projects. They agreed that TriNet’s structured onboarding and low-maintenance engagement model saved time and reduced the burden on internal teams.
No significant additional consulting or IT integration costs were reported.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
One full-time internal resource dedicates 50% of their time to implementation over the course of eight weeks.
Post-implementation, the resource spends an average of 1 hour per week, or 1.3 weeks total, annually, on the ongoing management of the TriNet platform.
The average fully burdened weekly salary for an HR specialist is $1,865.
Risks. The cost of implementation and ongoing management may vary based on:
The complexity of existing HR systems and data quality may affect onboarding duration.
The organizational commitment to TriNet’s implementation and adoption and resource availability, which influences ongoing management effort.
Results. To account for these risks, Forrester adjusted this cost upward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $15,000.
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| F1 | Implementation (weeks) | Composite | 8 | |||
| F2 | HR FTEs involved | Composite | 0.5 | |||
| F3 | Ongoing management (weeks) | Composite | 1.3 | 1.3 | 1.3 | |
| F4 | Average fully burdened weekly salary for HR specialist | Composite | $1,865 | $1,865 | $1,865 | $1,865 |
| Ft | Implementation and ongoing management | (F1*F2*F4) + (F3*F4) | $7,462 | $2,425 | $2,425 | $2,425 |
| Risk adjustment | ↑10% | |||||
| Ftr | Implementation and ongoing management (risk-adjusted) | $8,208 | $2,668 | $2,668 | $2,668 | |
| Three-year total: $16,210 | Three-year present value: $14,841 | |||||
| Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
|---|---|---|---|---|---|---|
| Total costs | ($15,925) | ($93,388) | ($102,208) | ($111,028) | ($322,548) | ($268,708) |
| Total benefits | $0 | $170,916 | $180,072 | $189,526 | $540,515 | $446,592 |
| Net benefits | ($15,925) | $77,529 | $77,864 | $78,499 | $217,967 | $177,884 |
| ROI | 66% | |||||
| Payback | <6 months |
The financial results calculated in the Benefits and Costs sections can be used to determine the ROI, NPV, and payback period for the composite organization’s investment. Forrester assumes a yearly discount rate of 10% for this analysis.
These risk-adjusted ROI, NPV, and payback period values are determined by applying risk-adjustment factors to the unadjusted results in each Benefit and Cost section.
The initial investment column contains costs incurred at “time 0” or at the beginning of Year 1 that are not discounted. All other cash flows are discounted using the discount rate at the end of the year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations in the summary tables are the sum of the initial investment and the discounted cash flows in each year. Sums and present value calculations of the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some rounding may occur.
From the information provided in the interviews, Forrester constructed a Total Economic Impact™ framework for those organizations considering an investment in TriNet PEO.
The objective of the framework is to identify the cost, benefit, flexibility, and risk factors that affect the investment decision. Forrester took a multistep approach to evaluate the impact that TriNet PEO can have on an organization.
Interviewed TriNet stakeholders and Forrester analysts to gather data relative to TriNet PEO.
Interviewed four decision-makers at organizations using TriNet PEO to obtain data about costs, benefits, and risks.
Designed a composite organization based on characteristics of the interviewees’ organizations.
Constructed a financial model representative of the interviews using the TEI methodology and risk-adjusted the financial model based on issues and concerns of the interviewees.
Employed four fundamental elements of TEI in modeling the investment impact: benefits, costs, flexibility, and risks. Given the increasing sophistication of ROI analyses related to IT investments, Forrester’s TEI methodology provides a complete picture of the total economic impact of purchase decisions. Please see Appendix A for additional information on the TEI methodology.
Benefits represent the value the solution delivers to the business. The TEI methodology places equal weight on the measure of benefits and costs, allowing for a full examination of the solution’s effect on the entire organization.
Costs comprise all expenses necessary to deliver the proposed value, or benefits, of the solution. The methodology captures implementation and ongoing costs associated with the solution.
Flexibility represents the strategic value that can be obtained for some future additional investment building on top of the initial investment already made. The ability to capture that benefit has a PV that can be estimated.
Risks measure the uncertainty of benefit and cost estimates given: 1) the likelihood that estimates will meet original projections and 2) the likelihood that estimates will be tracked over time. TEI risk factors are based on “triangular distribution.”
The present or current value of (discounted) cost and benefit estimates given at an interest rate (the discount rate). The PVs of costs and benefits feed into the total NPV of cash flows.
The present or current value of (discounted) future net cash flows given an interest rate (the discount rate). A positive project NPV normally indicates that the investment should be made unless other projects have higher NPVs.
A project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits less costs) by costs.
The interest rate used in cash flow analysis to take into account the time value of money. Organizations typically use discount rates between 8% and 16%.
The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs) equal initial investment or cost.
Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
1 Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
2 Source: The Human Capital Management Solutions Landscape, Q2 2025 | Forrester, Forrester Research, Inc., April 25, 2025.
3 Ibid.
Readers should be aware of the following:
This study is commissioned by TriNet and delivered by Forrester Consulting. It is not meant to be used as a competitive analysis.
Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises that readers use their own estimates within the framework provided in the study to determine the appropriateness of an investment in TriNet PEO.
TriNet reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings and does not accept changes to the study that contradict Forrester’s findings or obscure the meaning of the study.
TriNet provided the customer names for the interviews but did not participate in the interviews.
Claire Cofelice
Sarah Lervold
January 2026
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© Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies.
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