The greatest CEO’s talk less and listen more. This is because they know listening gives them the knowledge they need to make the best decisions for their people and their business. And because a CEO’s job is equally as important as it is difficult, active listening can be the key to their success.
In the healthcare industry, employee benefits can share the same tool for success.
Your consultant’s job is to get the right care for your people, quality care that makes everyone’s investment (employee and employer) more effective. To be successful in this endeavor, your consultant needs to be genuinely interested in the needs of the business and people, they need to listen carefully and design a benefits program around those unique needs.
A broker sells a product. A consultant designs a solution.
We have seen businesses who have one or two employees making up more than half of the healthcare spend. In one case study, we were able to gather enough data to take that burden off of the business.
With the right partner, we were able to solve this issue and create an immediate gain for the business, and more importantly didn’t compromise the quality of care.
This is what separates a broker from a consultant. A consultant builds the solution your business needs, and utilizes several partners and options to get you there.
Looking to the experts, sometimes we can save you a lot of money.
The reality is, when we’re offered a benefits product, packaged nicely, we’re drawn to buy it. But you need to do your due diligence for your people, and really find out why these benefits are being offered and if they truly represent your business.
New Transparency rules, that makes broker compensation more obvious, are on their way and because you can see what compensation a broker receives, you may find that seeking expert advice and building your benefits program with a consultant makes more sense for your people.
When you choose to work with a consultant, you are gaining the knowledge their team brings to the table. You gain a partner that can look at the landscape of what might be available to you, someone who can help pick the best direction for your business, not just hand over a predetermined package.
A little effort can really go a long way.
The trade off is that there is a bit more work involved. But, we are dealing with the second largest expense on your Profit & Loss statement, so it warrants the work, especially as rates rise year over year.
You want to keep in mind your staff capacity and what change means for the quality of care for your people as well. Your staff bandwidth is solvable, and we never propose plans that lower the quality of care. In general, the quality of care actually improves.
Changing your benefits can be intimidating, we’ve all had bad experiences that can make us resistant to change. But change doesn’t have to be big or scary. For example, your people can still go to the same doctor they always have, but you could also introduce the option of higher rated doctors for less.
Big, small, not at all.
Sometimes the business needs big changes, sometimes it needs small adjustments and sometimes, we dig through the data and we find that the plan is already working to its best potential. In any case, a thorough examination of the benefits program is needed, otherwise, how will you know if your benefits program is effective and efficient?
As an employer, you want your employees to make smart decisions with their healthcare because you care about their wellbeing and their health impacts the rest of the team.
Just as you would prefer your employees to think carefully about their health, you should think carefully about how you support them in that effort.
And by creating a unique plan with help, you can provide your people with the best possible care, while doing what’s best for your business at the same time.
