Soaring NHS wait times and stubbornly high long-term sick numbers have meant employers have been forced to reassess the health and wellbeing support they offer staff.
The trend has led growing numbers of firms to offer such support to staff for the very first time.
The changing work environment with more homeworking has led employers to grow ever mindful of the need for increased demand for services supporting musculoskeletal (MSK), cancer and neurodivergent benefits.
But there are also signs employers are more keenly aware of the importance of providing services with a focus on preventing health issues developing in the first place.
And this is a trend likely to continue long into the future as consensus grows that wait times in the NHS are unlikely to significantly come down any time soon – no matter which party ultimately takes power next year.
Rethinking existing offerings
“Many employers have begun to rethink their existing wellbeing offerings given the shift in healthcare needs post-pandemic,” Brett Hill, head of health and protection at Broadstone, tells Health & Protection.
“We have seen a significant increase in the number of clients expending membership of their private medical insurance (PMI) schemes, promoting the wellbeing support services contained within their group life or group income protection schemes, and exploring what further actions they can take to support the health of their workforce.”
Ally Antell, distribution director at Aviva UK Health, echoes this, revealing the insurer is seeing high levels of expansion within existing schemes, as employers are extending cover to more of their workforce.
“Similarly, an increased number of employees are adding their dependents to their cover through flexible benefit schemes, demonstrating the value that they’re now placing on private healthcare,” Antell continues.
“We’ve seen an increase in demand for wellbeing services such as Aviva Digital GP and Aviva Wellbeing that complement NHS provision and encourage healthy behaviours.
“Employers now recognise the benefits of offering a more personalised approach to employee wellbeing, that reflects the diverse needs of their workforce at different times in their lives.“
Growth in virgin business
Camilla Brooke, head of corporate and consumer sales at Simplyhealth, explains the provider has seen the “vast proportion” of its new sales come from companies that have not offered cash plan benefits in the past.
“There is a real appetite from sectors which typically offered very little in terms of employee benefits,” she continues.
“We have also seen that organisations are no longer looking for health benefits simply for their senior employees, but for their entire workforce.”
For Sharon Shier, head of product development at WPA, the provider has seen seen significant growth in demand for its self-service offerings.
“With more mobile workforces, WPA has also rolled out other virtual services including MSK pathway, Check4Cancer and Healthscreening and home testing to name a few,” she says.
Digital services expanding
Picking up on the trend, Nick Hale, founding director at Engage Health Group, revealed the adviser was already witnessing huge growth in digital health and wellbeing services pre-pandemic, but this has accelerated even further when remote working arrangements became the norm.
“Virtual GP services have become a really popular feature – we’ve seen this within our own workforce, as well as from our client base,” Hale continues.
“Meanwhile, employee assistance programmes (EAPs) and various health and wellbeing apps have also been an increasing part of an employer’s offering – whether invested in separately or incorporated as part of a private health plan or cash plan arrangement.
“From an adviser perspective, we have to keep on top of the new innovations being offered by insurance providers. As they evolve their offerings, we need to update our advice to current and prospective clients.”
And as waits for NHS treatment grow, Jon Darby, corporate director at Bluecrest Wellness, reveals his firm has seen a “steep” rise in demand for health assessments – from individuals and corporations.
“In many cases people are struggling to see their own GP, especially for issues that aren’t deemed urgent, and they’re looking for new ways to take more control over their own health,” Darby continues.
“They want insight, they want peace of mind – and they particularly want to have the opportunity to spot things early and get early attention if they need it.”
Demand for neurodivergent support
In terms of conditions being treated, Andy McClure, marketing and proposition director at Axa Health, told Health & Protection that cancer, musculoskeletal and mental health are all areas where the provider was seeing high demand and employers.
Though McClure also notes increasing interest in women’s health, neurodiversity services and primary care support – trends which the provider expects will continue.
But it appears support for neurodivergent workers in particular is high on the corporate agenda.
Dr Julie Denning, managing director, chartered health psychologist at Working To Wellbeing and chairwoman of the Vocational Rehabilitation Association, told Health & Protection: “We have seen a growing interest in our services that support people with either newly diagnosed or suspected neurodivergence who need support to either return to work or remain in work.
“Given the significant waiting time for a diagnosis, sometimes up to three years, employers are keen to honour their duty of care for their employees and provide support whether there is a diagnosis or not.”
Keeping up with the Jones’
A key reason health benefits are moving up the corporate agenda is an intensifying war for talent.
Revisiting health benefit offerings is enabling firms to keep up with the Jones’, according to Matthew Reed, managing director at Equipsme.
“In the post-Brexit market large companies in particular are having to compete harder than ever to get the right people in the right roles,” Reed explains.
“If the company down the road is offering health insurance, employees will now jump ship for it.
“That means instead of the traditional PMI for the leadership team and cash plans for the masses, companies are looking to rebalance the benefits equation so they can give more cover to more or all of their workforce.
“Even for smaller businesses, it’s simple maths. If your van driver gets a knee injury and is waiting months for NHS treatment, that’s going to cost you. With private health insurance they’re back on the road in weeks.”
Employers need support
But in this new normal, it seems the role of the adviser is key.
Pippa Andrews, director of corporate business at Vitality, revealed the provider found employers are looking for health and wellbeing solutions tailored for their business.
However, 36% felt they did not have enough time or resources to dedicate to supporting employee health and wellbeing and 31% said they did not have the expertise to introduce or evolve health and wellbeing policies to meet the needs of the workforce.
But the prevailing trends also mean conversations with clients are changing – as Debra Clark, head of wellbeing at Towergate Health & Protection, points out.
“Our corporate clients are now increasingly looking at preventative wellbeing support for their employees as opposed to the more traditional, historic approach which looked at offering support at point of ‘crisis’, such as needing medical treatment, whether for physical or mental health,” Clark says.
“I believe this change is an improvement, and leads to a focus on better education as a route to prevention, with support including giving access to primary care, nutritional advice and fitness support.
“We are also seeing developments to virtual services through improved technology as an enabler in this field with more focus on portals, apps and online service provision.”
More services
Glenn Thompson, chief distribution officer at Unum, maintains prevention and wellbeing services have “significantly” evolved.
“It’s an evolution that’s been essential given that employers must now offer support to a UK workforce that now spans five generations,” Thompson continues.
“Many group risk products now offer access to mental and physical health support, enabling employees to live better and care for their own wellbeing.
“We responded to growing demand for mental health support services by offering unlimited mental health support from April this year.
“Features such as remote GPs, physiotherapy and medical second opinions are also evolving all the time to now include more preventative services such as nutrition advice and personal training sessions, putting the employee in total control of their 360 wellbeing.”
Looking ahead, Steve Herbert, wellbeing and benefits director at Partners&, tells Health & Protection the sector will need to lean further on technology solutions to deliver new support options at low cost.
“So, while I don’t expect to see many entirely new product lines embed, I would expect to see far more app and web-based support services offered alongside existing offerings at low or no additional cost to the employer and employee,” Herbert adds.
According to David Booth, senior independent corporate and international accounts specialist at Sante Group, the future of corporate wellbeing will be marked by increased personalisation, a holistic approach to health, and the integration of technology to meet the evolving needs and expectations of the workforce.
“Adaptability and innovation will be key as companies and providers work together to create healthier and more productive work environments,” Booth added.
No NHS shortcut coming
And ultimately all of this innovation will be required long into the future no matter who wins power in what will be a general election year.
As Dr Pamela Gellatly, CEO of Healthcare RM notes, it is understood little will change with NHS wait times for the foreseeable future
“There is now a broader recognition that the NHS is unlikely to change for the foreseeable future and that employers therefore need to do more,” Gellatly continues.
“Employers are shifting their focus to enhance the proactive support of their wellbeing programmes.
“SMEs in particular feel the impact of an employee’s absence, so a programme of proactive mental and physical support will add so much more value if it can prevent this.”
