Consumer-driven health care can be rife with decisions.
Articles by Charlotte Huff
More than 95 percent of consumer-driven enrollees decided to re-enroll.
Struggling with surging premiums, more companies are delving into high-deductible plans aimed at getting employees to think twice about making frivolous treatment decisions. But some say the strategy may end up increasing long-term costs.
Alternatives to Google for searching for health care information online.
Consumerism assumes that employees will shop more based on cost and quality. Often, however, employees are left in the dark as to how to find the most cost-effective doctors and prescription drugs.
One-third of professional women drop out of the workforce at some point, most commonly for child care responsibilities. Booz Allen Hamilton is trying to change this by offering ex-employees a chance to work on a contract basis.
Voice coaching as well as sales and cross-cultural instruction have helped Bangalore-based Progeon better engage its outsourcing employees and prepare them for internal advancement.
Saint Francis is listening to employees more. It’s recruiting from other industries. It’s using a job-shadowing program to let employees try out different positions. Turnover at the 189-bed hospital is down, from 20.6 percent in 2000 to 15.7 percent in 2003. Meanwhile, the hospital has enjoyed a surge in applications.
When Blue Cross and Blue Shield of North Carolina scrutinized medical costs and claims data for its obese members, it discovered that their care cost at least 30 percent more than normal-weight members. That’s when the Chapel Hill-based plan decided to wade into the high-cost, high-stakes world of obesity treatment, rolling out a benefits package that observers describe as one of the most comprehensive available. Now comes the tricky part: getting employers to foot the bill.
“I look at obesity as causing so many other problems,” says Jane Hopkins, the company’s director of benefits.