Time to update our healthcare communications to motivate and educate employees

Change is the latest "it" word in health insurance circles.  It's all we talk about: change the pharmacy benefits manager, change the third-party administrator, change the broker, change anything — just bring down the cost of health insurance.

Meanwhile, you know what no one is talking about? Educating employees on how to engage with the healthcare system. And that's what can really change how costs accrue.  

For some reason, we assumed that switching our health plans to the high-deductible model would force employees to become "good consumers of care." What actually happened was that we taught people to defer care because they have no idea what it costs, and they think they can't afford it. 

Is that working for employer health plans? Has anyone seen their costs decrease over time on a high-deductible model? In our experience, it is ineffective and does nothing to recruit or retain the talent your clients want. It doesn't help their budget, either. 

Read more: How to optimize enrollment and improve worker engagement

I'd like to share a few of the strategies we use to communicate to regular, everyday folks about how to engage with the healthcare system. 

But before I do that, let's back up and talk about Professor BJ Fogg, Ph.D., a behavior scientist at Stanford University and book author who has conducted some groundbreaking research on how to change behavior. 

Here's his thesis: Behavior happens when motivation, ability and prompt come together at the same moment. 

In our case, the behavior we want is seeking the highest-quality healthcare. The motivation would be a medical event.  And we all know that people routinely push aside non-emergency medical care because of ability. They don't have a doctor, they don't have time, or they don't know how much it's going to cost and are terrified of the bill.  

We've factored his ideas into how we engage with employees throughout the year. To make effective changes to health plans, we need to change how we prompt the behavior of accessing care. 

In our office, we do this by creating a marketing plan for each client. It's simpler than you think. Employers can do this without any outside help, although it does change their workflow slightly. If you've done the groundwork of understanding the plan's goals — both for the employer and employees — you're off to a good start. And please do not assume. What works for one employer may not be right for another. 

Read more: Inflation is rising. What does it mean for health plans?

Mental health and overall well-being currently top the list of every employer we talk to. These issues are ahead of any cost-containment strategy.  Of course, our clients don't want to overspend, but money is not the driver. Their top priorities are taking care of their teams, finding creative ways to retain people, and having every tool available to recruit those they need.

It's simple enough to find an employee assistance program, as well as a behavioral health, direct primary care or virtual primary care solution — all of which address mental health and wellbeing. But tossing it over the fence at open enrollment is not going to affect behavior. Sure, you'll have checked the box, but what happens next year when you're expecting some ROI on those shiny new solutions, and you find none? 

This is our focus: B = MAP, or to put it another way: Behavior = Motivation + Ability + Prompt

Ultimately, you need to provide sufficient prompts — that is, communication— that people will know what to do when they need care.

These are our strategies: 

• Annual enrollment meetings (virtual or in person) that focus on how the benefits work, not what they are. These people are adults. They can read, so let them. But help them be good stewards of their own resources. Focus on how employees can get the best bang for their buck via virtual or primary care, using a special resource for prescriptions or enlisting a nurse navigator. The options are numerous. At the end of the day, this will benefit the employer's budget.  
  
• Bite-size communication, on a regular basis, consumable entirely via a smartphone screen, and written in a way that a layperson can understand. Of course, this communication is tailored to each employer's plan resources.
  
• Webinars of 30 minutes or less, scattered throughout the year with prizes — as many prizes as possible!
  
• Tacking onto safety meetings where applicable. Communication of wellbeing strategies can be particularly effective in this setting, especially when it involves healthy snacks.
  
• Finally, we strongly believe that an app in someone's pocket — preferably one that houses all their plan information and resources, along with direct access to a 24-hour advocate — will go a long way to drive the behavior we're encouraging.  

Read more: Ask an Adviser: When does it make sense to use an enrollment firm?

Change for the sake of change will not move the needle on healthcare costs or clinical outcomes. Any plan design strategy that we as advisers put in place for our employer clients must go further to make a meaningful difference. That means minding the messaging in a way that makes it much easier and affordable for the employee populations we serve to get the care they need.