The Process of Corporate Transformation:
A Seven-Step Plan
By Frank Hone
EMPLOYEE BENEFIT NEWS - February 2, 2007
Statistically, the number of companies offering consumer-driven health plans and health savings accounts has risen and the number of employers covered by these plans has grown. According to United Benefit Advisors, about 5.8% of employers now offer CDHPs, which is more than double the previous year. Critics argue that these numbers are small and complain the results are unimpressive.
But that is only the beginning of the story.
Offering CDHPs and enrolling employees opens the door to a new era, but the full transformation can only emerge when companies embrace and truly adopt healthcare consumerism. Once a corporation has made the emotional and strategic commitment toward transforming their approach to employee health, its time for a real, actionable and effective plan of action. Paying lip service is futile. A solid, long-term approach to change with top-down corporate commitment is required.
The road to change
So, how to move beyond the commitment and into the action? There are many ways companies can and will do this. But for those interested in a highly effective, multidisciplinary and long-term approach, the following seven-step roadmap can help guide you and your company toward real change in this area:
1. Situation assessment. To get where you want to go, you first have to know where you are. A clear, broad-reaching and honest assessment of your own companys health benefits and health status must be established. This can be done through executive committee meetings, employee focus groups, claims assessments, employee surveys, etc. Whatever the method, it needs to be recognized as unbiased, clear and complete. This then sets the benchmark.
2. Vision and goals. With clear knowledge of the starting point, a long-term vision with interim and annual goals need to be established. Quick wins as well as organizational strategic change should be addressed. This should be done with the interests of all internal stakeholders in mind. They must be specific and measurable and oriented to driving efficiencies and improving outcomes.
3. Health care strategy. The strategy will outline the specific areas of change that need to occur, with a roll-out plan in mind. Any type of important corporate change is usually met with resistance, so it is very important to tackle initiatives with a pace that is not counterproductive. This can include piloting some new ideas with a single division, or creating optional choices for employees. Whats important is demonstrating that this initiative is serious, that its for the long term and that it is for the betterment of all. The strategy will define the areas of focus and emphasis, and plot a way forward in dealing with them
4. Plan optimization. Still the cornerstone element of employee health care, the health insurance plan must now incorporate broader and better communications. This should include feedback loops and information support for teaching employees about all health plan choices, as well as alternative/integrative medicine and wellness opportunities. Incentives can be an important part of plan alternatives.
5. Communications planning. An integrated communication plan with clear objectives and strategy is essential. This is one of the real changes required with a renewed emphasis on employee health. Formats and content must be considered to maximize impact and behavior change. Recognize that people learn in different ways and have different barriers when it comes to health. Communication methods should accommodate these variations.
6. Implementation support. Planning only goes so far; the devil is in the details. Identify and engage selected suppliers to initiate new programs and encourage adoption. This will require a budget and real commitment!
7. Assessment/metrics. Create measurable and actionable metrics that work using assessment tools to help manage progress, identify savings and monitor results.
Along this journey, there will be some setbacks, but also many successes. Find ways to celebrate the good results with all and share the individual and collective achievements.
This is hard work. It requires boardroom-level commitment. But the burden of responsibility for change is on the corporation. The only way to really tame the beast is to take it straight on with new and innovative approaches. The race goes to the swift, or at least to the fully committed.