Behavioral Insights: The Pain of Too Much Process

This article on “burdened noncompliance” is the second in our 2025 series on noncompliance. We first wrote on “unintentional compliance” last month.

A student sits in a library, textbook open and laptop at the ready, trying to submit a class assignment before the deadline. The task is straightforward—upload the file to an online portal. But the Wi-Fi is spotty, the instructions are buried in an email, and most frustratingly, the submission link doesn’t work on the browser they are using. Despite their best efforts, the deadline passes, and the assignment isn’t submitted. The issue isn’t a lack of effort (the assignment was completed on time), but a system that failed to account for real-world barriers.

This scenario reflects a broader reality: when individuals are required to navigate complex systems without adequate tools or resources, even straightforward tasks become unattainable. In unemployment insurance (UI), this challenge manifests as burdened noncompliance—that is, individuals understand their obligations but lack the tools or resources to meet them.

UI programs are designed with a set of requirements intended to balance claimant accountability with program sustainability. Activities like submitting work search documentation, attending job fairs, or maintaining communication with case managers are cornerstones of these systems. Yet, these processes often assume access to resources many claimants might not have.

People face logistical challenges, such as a lack of internet access, inadequate transportation, or conflicting caregiving responsibilities, and are less able to comply with program requirements, even if they intend to. When people are stressed or frustrated, they are especially less likely to follow complex procedures. Behavioral science identifies factors like limited money, time, and focus (dubbed resource scarcity, friction costs, and mental bandwidth) as major contributors to noncompliance.

Burdened noncompliance has ramifications that extend far beyond individual claimants. Errors in documentation or missed deadlines can lead to overpayments, triggering costly recovery efforts. Investigating these cases drains administrative resources and slows processes for other claimants. Meanwhile, those caught in the cycle of noncompliance face benefit delays or denials, compounding their financial and emotional strain.

Addressing burdened noncompliance requires thoughtful interventions that bridge the gap between system requirements and claimant realities. These strategies can help reshape the landscape by:

• Breaking down complex procedures into smaller, clearer steps to make compliance more manageable.
• Offering alternatives to digital-only requirements, such as phone-based services or in-person support, if possible, to accommodate an array of needs.
• Utilizing small adjustments, such as pre-filled forms or automatic reminders, can significantly reduce the mental load on claimants.
• Using straightforward language, timely reminders, and step-by-step instructions to guide claimants through their responsibilities.
• Continuously analyzing claimant feedback and system data to identify and address common obstacles many claimants experience.

Addressing burdened noncompliance benefits everyone involved. Claimants gain greater access to the support they need, with fewer obstacles in their way. For state workforce agencies, reducing errors and late submissions improves efficiency, saving time and resources. Simplifying processes also fosters trust, signaling to claimants that the system is designed to support—not hinder—them.

When systems prioritize clarity and accessibility, compliance becomes less burdensome. Claimants are empowered to meet requirements, and UI programs can focus on their mission: helping individuals maintain the financial footing needed for their job search and ultimate re-employment.