Employers are at a line of demarcation in how they structure and deliver health benefits. Many are focused solely on financing/coverage of health care and do not understand the importance and business impact of health outcomes such as absence, disability, performance and productivity. Thomas Parry, president of the not-for-profit Integrated Benefits Institute, will discuss the full costs of health, how to make the business case to senior leaders and how to track key results.
Investment in The Coconut Industry by Nancy Cheruiyot
The Changing Landscape of Employer Health Benefits — The Transition From Cost to Value
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The Changing Landscape of
Employer Health Benefits — The
Transition From Cost to Value
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Speaker: Thomas Parry
President
Integrated Benefits Institute
Moderator: Kellye Whitney
Associate Editorial Director
Workforce magazine
The Changing Landscape of
Employer Health Benefits — The
Transition From Cost to Value
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Kellye Whitney
Associate Editorial Director
Workforce magazine
The Changing Landscape of
Employer Health Benefits — The
Transition From Cost to Value
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Thomas Parry
President
Integrated Benefits Institute
The Changing Landscape of
Employer Health Benefits — The
Transition From Cost to Value
10. The Changing Landscape of Employer Health Benefits
-- From Cost to Business Value --
Thomas Parry, Ph.D.
President
Integrated Benefits Institute
11. A New Employer Setting
• Responding to the ACA: Why stay in?
• Show the C-suite the value of improved
workforce health
• Dead end: attempting to control claims costs in
separate program silos
• Looking for best strategies to improve
workforce health, reduce lost time, enhance
productivity and impact business
• Limited data, time and dollars
15. Next: Encompassing a Broader View
Treatment
Health CostsPlan Design
Chronic Health
Conditions
Health Risks
Work Absence/
Disability
Work
Performance
Lost Productivity
EE Health
Behaviors &
Engagement
Corporate
Culture &
Structure
Business
Performance
Wellbeing
28. Going Beyond Medical & Pharmacy
to Absence and Presenteeism
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Costper1000EEs
Medical Pharmacy Absence lost prod Presenteeism lost prod
31. Principal Findings
• CFOs are key participants in benefits
decisions
• Health is an organizational priority
• Productivity is critical to the bottom line,
but the role of health is less clear
• CFOs understand that health impacts
performance
• Internal information is most credible
• Critical information for health-investment
decisions is lacking
32. The Impact of a Health-Focused
Culture
• Improving health is seen as very important
to productivity
• Health’s impact on business goes beyond
healthcare costs and includes sick leave,
“opportunity costs” of health, turnover, and
absence payments
• Broader information available to make
investment decisions: EE satisfaction, health
risks, performance impact, ROI
34. The Impact of a Health-Focused
Culture
• Improving health is seen as very important
to productivity
• Health’s impact on business goes beyond
healthcare costs and includes sick leave,
“opportunity costs” of health, turnover, and
absence payments
• Broader information available to make
investment decisions: EE satisfaction, health
risks, performance impact, ROI
35. Linking Health & Financial Performance:
Putting Results in the CFO’s Terms
• Healthcare costs
• Sick days
• Turnover
• “Opportunity costs”
• Absence payments
38. IBI Health & Productivity
Snapshot Results
1.8 lost
days per
FTE/Year
6.2 lost
days per
FTE/Year
Lost worktime = 8
days per FTE/Year
or $2,598 per FTE/
Year in Lost
Productivity
39. Lost-Time Improvement’s Impact
on EBIDTA
Reducing 1 lost day/FTE =
$15 MM to EBIDTA* from
Productivity Gains
*Earnings before Interest, Depreciation, Taxes and Amortization
40. The Bottom Line
Savings $15.0 MM
Wall-Street Multiple 10.7X
Outstanding Shares 284.3 M
Gain in Stock Price $ .56/share
Principal Owner (56%) $90 MM
One Day of Productivity Improvement
42. Workforce Key Health Dimensions*
Ø Financial (cost)
Ø Program participation
Ø Biometric screening
Ø Health risks
Ø Utilization
Ø Preventive care
Ø Chronic conditions
Ø Lost worktime
Ø Lost productivity
Ø Employee engagement
* Thomas Parry and Bruce Sherman, A Pragmatic Approach for Employers to Improve Measurement in
Workforce Health and Productivity, Population Health Management, Vol. 15, No. 2, 2012
43. The Temporal Dimension
Leading indicators
ü Health risks
ü Biometrics
ü Chronic condition prevalence
Treatment indicators
ü Preventive care
ü EE engagement
ü Health services utilization
ü Program participation
Lagging indicators
ü Financial
ü Lost worktime
ü Lost productivity
44. Dimensions & Dashboard Metrics
Dimension Summary Metric
Financial Program cost/EE
Program participation EEs participating/All EEs
Biometrics EEs reaching target/All EEs
Health risks # of health risks/EE
Utilization # EEs getting care/All EEs
Preventive care # EEs getting screened/All EEs
Chronic conditions # EEs w/ chronic conditions/All EEs
Lost worktime # of lost workdays/EE
Lost productivity Lost productivity $/EE
Employee engagement Engagement score/EE
45. Thinking about Metrics as
Hierarchies
Dashboard
metrics
Component
metrics
Contributing
metrics
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