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Humana Wellness Capabilities It’s Time to Rethink Health and Wellness

Wellness Solutions Presentation - Basic

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Page 1: Wellness Solutions Presentation - Basic

Humana Wellness Capabilities

It’s Time to RethinkHealth and Wellness

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Agenda

ObjectiveTo provide insights that will assist in developing a viable path forward to improve wellness program.

Contents

What has Wellness Been Doing Right… or Wrong?

The DNA of a Typical Wellness Program

Components of Change

A Look Inside the World’s Largest Well-Being Beta Test

What a Wellness Program Looks Like

HumanaVitality Health Claims & Productivity Impact Study

Next Steps

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What has Wellness Been Doing Right… or Wrong?

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63% of Employers say their programs are unsuccessful in engaging members in health improvement.1

More than 90% of large employers have some sort of wellness program, yet engagement rates are in the single digits.2

65% of Employers do not evaluate their health and wellness programs on cost.3

$594 per employee Employers spend per employee on wellness-based incentives.4

$300 Billion Is what stress costs American businesses each year.5

42% have quit jobs due to stress A Monster.com survey of almost 7,000 U.S. workers showed 42% had quit a job due to stress.6

Source: 1) RAND study 2013, Health Affairs, Oct 2013. 2)Managed Healthcare Executive, Oct 2013 3) https://www.corpmagazine.com/management/health-wellness/itemid/10814/the-good-the-bad-and-the-ugly-truths-about-welln 4) Employee Benefit News, “When one-size-fits-all benefits communications fits no one”, April 2014 5) Forbes, “Stress at Work is Bunk for Business,” Aug. 2012 6) Forbes, “Survey: 42% of Employees have Changed Jobs due to Stress.” April, 2014.

meanwhile

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The DNA of a Typical Wellness Program

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Disjointed Capabilities

Misguided Cost-based Purchasing Decisions

Built On Irrelevant Data

Source: Derived from findings in Health, Absence, Disability, and Presenteeism Cost Estimates of Certain Physical and Mental Health Conditions Affecting U.S. Employers (2004). Authors: Ron Z. Goetzel, PhD; Stacey R. Long, MS; Ronald J. Ozminkowski, PhD; Kevin Hawkins, PhD; Shaohung Wang, PhD; Wendy Lynch, PhD

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Components of Change

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FLEXIBLE WELLNESS OFFERINGS

MEASURABLE ENGAGEMENT STRATEGIC PLANNING

A successful wellness strategy integrates components of different offerings to drive optimal engagement and results.

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Strategic Planning for Long-Term Success

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What This Means To You

What You Care About

What We Can Do

Overall Value and Relevance

Evaluations, Analytics and Modeling

Workplace Consulting Services

Your wellness roadmap will be based on your unique data and will help drive the culture change needed to implement an employee health and well-being program.

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Flexible Wellness Starts with Integration

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Create a flexible plan that easily integrates with employees’ lives.

Promote sustainable behavior change

Foster a culture of well-being

What This Means To You

What You Care About

What We Can Do

Utilization of the program (and the investment)

By partnering with us, you are able to design a wellness offering well-suited to the needs of your workforce and for long-term well-being.

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Promotes Behavioral Change

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Relationship issues Stress & anxiety Substance abuse Workplace challenges Legal & finance concerns Parenting, child & adult care Sick & aging loved ones Everyday life events &

inconveniences

What This Means To You

What You Care About

What We Can Do

Programs That Can Drive Health Habits

These services can increase workforce productivity and reduce absenteeism by managing the number of hours dealt with personal issues while on the job.

Coaching

EAP and Work-Life Services

Incentives

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Drives Engagement

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What This Means To You

What You Care About

What We Can Do

Programs That Drive Participation and Engagement

Employers need to constantly engage employees, even as the wellness movement begins to show its longer-term benefits in America’s workplaces.1

Program Relevance

Integrated

Source: 1) Employee Benefit News, “When one-size-fits-all benefits communications fits no one”, April 2014.

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A Measurable Approach

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What This Means To You

What You Care About

What We Can Do

A Program’s Ability To Offer Verifiable Results

We work with you to identify what needs to change and how it should be changed, and define the metrics and measures accordingly.

Defining Goals, Activities, & Measurements

Validated Data

Integrated Financial Reporting

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A Look Inside the World’s Largest Well-Being Beta Test

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Engaged member means one reaching Silver, Gold or Platinum Vitality Status.

To qualify for these statuses, members typically complete a Health Assessment and recommended annual preventative screenings, as well as demonstrate initial engagement in another area of the program (e.g., physical activity).

Why did Humana conduct this survey with our own employees? Humana’s employees were the first to be exposed to the HumanaVitality program during the launch in July 2011 and the first actuarially significant population to reach the two-year threshold needed to conduct this study.

Approach

The study looked at whether any associations exist between

engagement in the HumanaVitality program and (i) healthcare costs and (ii) productivity of employees in the first two plan years

with HumanaVitality. The study compared propensity matched groups of Unengaged and Engaged members over the course of two years and assessed the following elements:

1. Total allowed claims costs (medical and pharmacy)

2. Health condition categories

3. Absenteeism data ( Unscheduled PTO)

HumanaVitality recently released a comprehensive two-year study of the impact of engagement on health claims and productivity of 16,000 associates.

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Focus on Engagement Can Control Trend

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100%

Average PMPM claims costs at different levels of engagement over two years as compared to group engaged both years

+$53 PMPM

Percentage of study population that was engaged increased from 38.9% in Year 1 to 54% in Year 2

Unengaged Both Years Engaged Second Year Only Engaged Both Years

Year 1 Year 2

+$14 PMPM

+$18 PMPM

+$28 PMPM

Claims costs (% of Silver+

members)

Health claims for members engaged both years were benchmarked at 100%. Engaged members had Silver or higher HumanaVitality status.

In Year 1, Unengaged members had higher PMPM claims than

Engaged members. In Year 2, the difference becomes

more apparent. The group who Engaged in Year 2 Only and the group Unengaged in Both Years

had considerably higher PMPM as compared to the group fully

Engaged Both Years.

The lower trend for Engaged members creates a

compounding effect where the difference in healthcare costs will

continue to grow in subsequent years with longer engagement in

HumanaVitality

HumanaVitality Health Claims & Productivity Impact Study of 16,000 Humana Associates, 2014

Focusing more strongly on engagement can draw a positive correlation with lower average PMPM claims costs. HumanaVitality two-year claims and productivity study

demonstrates positive correlation between engagement and lower average PMPM claims costs.

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Focus on Engagement Controls More than Just Trend

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201%

100%

141%

93%

Lifestyle chronic conditions Total Population

Unengaged Engaged

7% lower claims costs

60% lower claims costs

100%

Figure 1: Two-year average PMPM claims cost comparisons for members with lifestyle chronic conditions as compared to total population

+29 %

+56%

Unscheduled Absences

Unengaged Both Years Engaged Second Year Only

Engaged Both Years

Absenteeism (% of Silver +

members)

100%

Figure 2: Unscheduled absences during the second year of HumanaVitality, based on level of engagement

Claims costs (% of Silver+

members)

Lower claims for engaged members with lifestyle chronic conditions

Increased productivity associated with Engagement

The HumanaVitality study also uncovered lower claims costs for engaged members with lifestyle chronic conditions and fewer overall unscheduled absences.

HumanaVitality Health Claims & Productivity Impact Study of 16,000 Humana Associates, 2014

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What a Wellness Program Looks Like

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We work with you to help change the company culture from within and drive the kind of engagement that leads to real results.

• Comprehensive health & wellness assessments

• Incentives and rewards based on behavioral economics to motivate change

• Flexible plans and access to networks & partners including health clubs, devices and programs

• Personalized programs with unique pathways to meet employees’ unique needs on the journey

• Wellness culture-building, training and champions

• Internal awareness & engagement marketing

Some important elements in a best-in-

class program

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Next Steps

► Schedule time to do a deep dive onOrganizational Assessment

► Agree to Organizational Assessment

► Segment your current employee population(example—geographic, work type,demographics, etc.)

► Per the segmentation, cluster the population

► Conduct an Organizational WellnessAssessment on each representativepopulations

• Executive Interviews• Population Assessments• Claims Review

► From the assessment, prioritize and build aWellness strategy

Humana has the experience, a flexible approach and innovation to help make your wellness strategy simple and measurable.

The next step is determining where your gaps are today, and then start building your roadmap to achieve workplace wellness and verifiable outcomes.

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Thank You

Humana medical plans are offered by Humana Medical Plan, Inc., Humana Employers Health Plan of Georgia, Inc., Humana Health Plan, Inc., Humana Health Benefit Plan of Louisiana, Inc., Humana Health Plan of Ohio, Inc., Humana Health Plans of Puerto Rico, Inc. License # 00235-0008, Humana Wisconsin Health Organization Insurance Corporation, or Humana Health Plan of Texas, Inc. - A Health Maintenance Organization, or insured by Humana Health Insurance Company of Florida, Inc., Humana Health Plan, Inc., Humana Health Benefit Plan of Louisiana, Inc., Humana Insurance Company, Humana Insurance Company of Kentucky, Humana Insurance of Puerto Rico, Inc. License # 00187-0009, or administered by Humana Insurance Company or Humana Health Plan, Inc. Statements in languages other than English contained in the advertisement do not necessarily reflect the exact contents of the policy written in English, because of possible linguistic differences. In the event of a dispute, the policy as written in English is considered the controlling authority. For Arizona Residents: Offered by Humana Health Plan, Inc. or insured by Humana Insurance Company. Administered by Humana Insurance Company. Please refer to your Benefit Plan Document (Certificate of Coverage/Insurance or Summary Plan Description) for more information on the company providing your benefits. Our health benefit plans have exclusions and limitations and terms under which the coverage may be continued in force or discontinued. For costs and complete details of the coverage, call or write your Humana insurance agent or broker. Humana group dental plans are offered by Humana Insurance Company, HumanaDental Insurance Company, Humana Insurance Company of New York, The Dental Concern, Inc., Humana Medical Plan of Utah, CompBenefits Company, CompBenefits Insurance Company, CompBenefits Dental, Inc., CompBenefits of Alabama, Inc., CompBenefits of Georgia, Inc. or DentiCare, Inc. (d/b/a CompBenefits) Humana group vision plans are offered by Humana Insurance Company, HumanaDental Insurance Company, Humana Health Benefit Plan of Louisiana, Humana Insurance Company of Kentucky, Humana Insurance Company of New York, CompBenefits Insurance Company, CompBenefits Company, or The Dental Concern, Inc. Humana life and supplemental plans are offered by Humana Insurance Company, Humana Insurance Company of Kentucky or Kanawha Insurance Company. Humana long term disability and short term disability plans are offered by Kanawha Insurance Company or Humana Insurance Company.

These non-insurance services are provided by HumanaVitality, Humana EAP and Work-Life Services

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