Getting Down to the Business of Health
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2 0 2 0 T E L U S H E A L T H E X E C U T I V E R O U N D T A B L E
Getting
Down
to the
Business
of Health
The next few years will see an exciting
evolution of care and wellness offerings
across the health continuum, from prevention
to chronic disease management.
The TELUS Health Executive Roundtable was held on
January 28, 2020. The recommendations captured in
Technology and behavioural science are
this report neither reflect the current reality nor take paving the way toward a “high-tech, high-touch” model
the current situation into consideration. for healthcare. This model will reset workplace health
Collective action can play a vital role in protecting benefit plans and wellness initiatives. Private insurers
and promoting health, as dramatically demonstrated are mobilizing resources as well as new partners to
by the multi-stakeholder response to the COVID-19
make this model a reality over the next few years—but
pandemic. As society and businesses adjust to a
“new normal,” plan sponsors and their benefits industry experts at this year’s TELUS Health Executive
providers can facilitate increasingly meaningful Roundtable agreed that the stage must first be set at
modalities of support for plan members’ day-to-day
the plan sponsor level.
wellbeing, as explored in this article.
Efforts in the wellness space have
led plan sponsors to the realization
that success—in their employees and
in business performance—is best
achieved when they develop and
embrace a comprehensive, “walk-
the-talk” strategy that’s tailored to
the needs of their workforce. Ideally,
that strategy also endorses a broader improved business performance and what contributes to a healthy work
definition of wellness, to reflect the that’s what makes wellness care table environment. “Millennials, especially,
interconnections between physical, stakes for employers.” will influence the culture. They will ask
mental, financial and social health. “A wellness strategy certainly does for more in areas such as work-life
tie in with the workforce strategy,” balance, the daily work environment
Today’s value equation added Rose Kwan, senior consultant, and social enterprise.”
The changing workforce is a major Mercer Marsh Benefits. And if the To more specifically address
factor behind the evolution of wellness workplace strategy includes the employees’ health needs, plan sponsors
in the workplace. Millennials steadily recruitment of skilled labour or talent should work with their benefits advisor
comprise a larger share of the working for shorter durations, then the wellness and/or insurance provider to develop
population, as do contract, part-time strategy needs to address that. a tailored strategy based on claims
or “gig-economy” workers. Not only do “How do we alter our value delivery data and employee input. Executive
they have different expectations and in order to engage every individual roundtable participants noted
needs, but they also are much more employee, whether they are full time, that more sophisticated reporting
likely to regularly switch jobs in their part time or on contract? The goal is is available, and plan sponsors
pursuit of career advancement. to ensure the end outcomes are should be able to expect one-page
A higher rate of employee turnover the same for every employee; in summaries that spell out priorities
means that traditional return-on- other words, that they are healthy, and recommended actions.
investment thinking falls short. Instead, productive and working in perfect When it comes to drug claims
the value of investing in health lies harmony,” said Kwan. information in particular, top disease
in its immediate benefits measured states should be ranked by prevalence
by key performance indicators such Laying the foundation of claims or unique individuals who
as productivity, absenteeism and Organizational health, or a “healthy” claimed a drug for a particular
the continuous attraction of talent. workplace culture, is paramount. condition. “Traditionally, disease
“We need to change the lens. We’ve “We probably won’t even get to states are ranked by cost, but the
been at this long enough to know that individual health without cultural or top condition by cost could affect a
when employees’ unmet health needs organizational health,” stated Kane. very small portion of the population.
are addressed, it is highly correlated to Inextricably tied to that is senior When you rank by prevalence, you
success in business performance,” said leadership buy-in. “It can be hard to get a better sense of the number
Cheryl Kane, vice-president, Morneau change the culture, but if it starts from of employees affected within an
Shepell. “When you’re addressing the top then you can accomplish a organization. You might also include
issues like anxiety, inclusion and lot,” said Geneviève Richard, director spouses and dependents covered under
isolation, you’re addressing mental and of product development, Desjardins the plan because you want to think
physical health and you’re addressing Insurance. Once leadership is on board, about the caregiver burden as well,”
collaboration and corporate social employees themselves are the best said Joanne Jung, Canadian pharmacy
responsibility. That all leads to source of information to determine practice leader, Willis Towers Watson.A wellness strategy works best when
it addresses the four main pillars of Mental health: hub of the wellness wheel
health: physical, mental, financial and
social (e.g., volunteerism). “Ten years Mental health is a unifying factor for all other aspects of personal wellness,
ago, we were still focused very much experts at the TELUS Health Executive Roundtable unanimously agreed. Mental
on the physical. Now we know that health can both influence and be influenced by physical, financial and social
mental health and financial health health, and mental illness can have a devastating impact on total wellbeing.
can have a tremendous impact on
the person,” said Kane. Workplace initiatives are moving upstream to address the full continuum
We also have to think about the of mental health. Resilience training, especially, is gaining traction through
entire continuum of care, from a state evidence-based modalities such as mindfulness and cognitive behavioural
of good health to chronic illness and therapy. Employers can also apply the mental health lens to the work
crisis. People can be anywhere on environment and workplace policies.
that continuum, at different times in
Flexible work arrangements can be an important contribution, with one
their life, agreed executive roundtable
participants. important caveat: for work-at-home employees, a formal process needs to be
in place for regular interactions (by phone or video calls) between managers
The evolution of offerings and co-workers to prevent feelings of isolation, which can negatively impact
Technology is certainly helping to drive productivity and mental health. In light of the rapid rise in work-at-home
the development of a new model for arrangements triggered by the COVID-19 pandemic, the result may see
health care. For many other aspects of growing adoption of at-home arrangements as the “new normal.”
daily life, consumers use digital devices
The bottom line, summarized executive roundtable participants, is access at
for self-serve, frictionless access to a
the time of need. “Mental health challenges cross all boundaries and touch
marketplace of products and services,
people at every stage of life,” stated Youlanda Hart, director, organizational
which constantly changes based on
health consulting, Sun Life. “The commitment to mental health is really about
individual behaviours and preferences.
The capability exists to do something proactively, consistently and creatively communicating a system of solutions
similar for healthcare. to ensure that people can access and navigate care when they need it.”
Technology, including personalized
communications that are pushed
out to plan members, can improve with access and navigation,” added insurance providers already offer it
engagement levels in all four pillars Christine Than, pharmacist and drug for non-emergency health situations
of health and across the health solutions specialist, Aon. (such as fever or skin rash). Longer
continuum, and at a lower cost than Type 2 diabetes is a good example of term virtual care for chronic conditions
traditional, broad-stroke workplace a disease state that would benefit from is emerging, led by internet-based
wellness initiatives. the “high-tech, high-touch” approach, cognitive behavioural therapy (iCBT)
However, technology is the fuel, given that behaviour change can be for mental health.
not the engine, stressed executive a huge factor in health outcomes. Other benefits that could be part
roundtable participants. When it However, barriers to change include of the new wellness “ecosystem”
comes to sustained improvements lack of resources, denial, stigma and co- include increased benefit maximums
to health, behavioural science is the morbid conditions such as depression, (to remove financial barriers to
lynchpin to success. and there is no single solution. behaviour change), pharmacogenetic
“As an industry we’re better “It all depends on a person’s testing, financial planning (including
positioned than ever before. What is readiness for change, and from there student debt repayment), spending
most encouraging is that we’re coming you move forward in incremental accounts (coupled with personalized
back to the human element. The focus steps,” said Aida Begovic, senior recommendations for use) and flexible
is less on treating the condition and director, workplace wellbeing, work arrangements.
more on understanding what drives Shoppers Drug Mart. “It’s about
behaviour. Without that understanding, matching people to the right What we can expect
we’ll never really be able to move the healthcare provider and the right All the insurers and consulting firms
needle,” explained Matthew Gaudry, program, where people become at the executive roundtable reported
director of product support and accountable and empowered, and significant increases in wellness staffing
management, Canada Life. providers focus on the whole person.” within their own organizations over
“The human experience is more For some people, a rewards-based the past few years and investments in
important than technology. Having smartphone app may be enough; for both technology and the application of
said that, you need the technology to others, virtual chats or one-on-one behavioural science. They are walking
be able to pinpoint and reach people coaching sessions make the difference. the talk by removing internal silos
wherever they are in their journey. Virtual care is a blend of technology between departments, implementing
Technology is also essential to help and the personal touch, and some new or expanded benefits and pilotingprograms, such as virtual care and
one-on-one coaching, with their Executive Roundtable Participants
own workforces.
The vetting of hundreds of
providers has also become part
of the job description, leading to 9
13
acquisitions or partnerships. Outside-
4
the-box partnerships with healthcare
8
providers, such as physicians, 2 6
12
nurses, pharmacists, dietitians and
10
physiotherapists, are on the table.
1 3
“We need providers who are in
the trenches, who can stay in regular 7
5
contact with their patients and who
11
can really help them on their journey
at a very personal, private level,” said
Martin Chung, assistant vice-president,
Equitable Life.
1 Melissa Carruthers, Deloitte, Senior Manager; 2 Marilee Mark, Marilee Mark
Pharmacists in particular can provide
services well beyond the transactional Consulting, Group Benefits Strategist; 3 Christine Than, Aon, Pharmacist &
dispensing of prescriptions. While Drug Solutions Specialist; 4 Cheryl Kane, Morneau Shepell, Vice-President;
5 Rose Kwan, Mercer Marsh Benefits, Senior Consultant; 6 Geneviève Richard,
much still needs to be done, including
a reasonable revenue model, the Desjardins Insurance, Director of Product Development; 7 Joanne Jung,
work is underway. “There is a strong Willis Towers Watson, Canadian Pharmacy Practice Leader; 8 Youlanda Hart,
Sun Life, Director, Organizational Health Consulting; 9 Isaac Strang, Manulife,
potential for partnership on behavioural
Director, Health Innovation; 10 Aida Begovic, Shoppers Drug Mart, Senior
economics because we share the same
Director, Workplace Wellbeing; 11 Martin Chung, Equitable Life, Assistant
customer. We can share data insights
Vice-President; 12 Gerri O’Leary, Johnston Group, Vice-President;
at the aggregate level and create more
13 Matthew Gaudry, Canada Life, Director of Product Support & Management
meaningful products, with triggers or
reminders at the pharmacy to help
drive engagement,” said Begovic. said Marilee Mark, group benefits change—can be seen as incremental.
Pharmacists with training in strategist, Marilee Mark Consulting. Funds can be freed by reducing or
behavioural change can become “The bulk of our business is small to discontinuing benefits or wellness
part of a referral system and provide mid-size, and it’s important to provide offerings that no longer deliver enough
services virtually or over the phone. that type of a one-stop shop to these value when measured against the new
“A preferred provider network is not segments,” agreed Gerri O’Leary, vice- wellness strategy. And initial steps
necessarily required. We already have president, Johnston Group. “Our new should be small, yet deliberate. “Being
referral models today, and we could wellness offering includes services nimble is going to be important: the
add certain pharmacists’ services to such as financial counselling and ability to test and learn, pilot and
that,” noted Chung. telemedicine, and we’ve baked it change direction,” said Mark.
into our regular product for clients.” From there, the results should speak
An affordable business model The general consensus at the for themselves. “As providers, we are
The participants at the executive roundtable was for a base offering at constantly testing and evaluating,
roundtable all agreed that larger no extra cost. Certain components adjusting and scaling from there.
employers will likely be early adopters may require additional spending, And while we are still in early days,
of the new approach to employee which can be tied to fee for service we are seeing increased engagement,
health; however, scalability for small based on utilization rather than including from high-risk groups who
and mid-size employers is certainly the traditional model of a cost per traditionally don’t engage in previous
the end goal. Leading up to that, member per month. “One of the wellness offerings. The best is yet to
more benefits advisors will step biggest challenges is to figure out come,” stated Isaac Strang, director,
up as contributors and navigators these partnership models and how to health innovation, Manulife.
for their clients. “It’s already monetize all of this, while at the same
happening, supported by mergers time turning this into a differentiator
and acquisitions in the advisor that improves our value proposition Brought to you by
space. These larger national firms are to plan sponsors,” said Melissa
combining resources and investing Carruthers, senior manager, Deloitte.
in innovative health-related services For providers and plan sponsors
traditionally provided by insurers,” alike, affordability—like behaviourYou can also read
