Singer Sara J, Pfeffer Jeffrey, Nikolov Margaret C
Department of Health Policy, Stanford University School of Medicine, Encina Commons, 615 Crothers Way, Stanford, CA, 94305, USA; Stanford University Graduate School of Business, 655 Knight Way, Stanford, CA, 94305, USA; Clinical Excellence Research Center, Center for Academic Medicine, Stanford University School of Medicine, 453 Quarry Road, Stanford, CA, 94305, USA.
Stanford University Graduate School of Business, 655 Knight Way, Stanford, CA, 94305, USA.
Soc Sci Med. 2025 Jul;377:118131. doi: 10.1016/j.socscimed.2025.118131. Epub 2025 Apr 30.
Because employers provide health benefits to >50 % of the working age U.S. population, benefits managers at companies who purchase and potentially oversee design and delivery of health benefits have an important role in affecting healthcare delivery. We sought to assess how companies measure and manage health benefits, because these dimensions of accountability affect the performance of the health ecosystem. We randomly sampled companies and obtained data from >200 people knowledgeable about health benefits administration in their organizations. Our novel survey comprehensively inquired about what data concerning health benefits operations companies collected and who, if anyone, was responsible for aspects of employee benefits experience and outcomes. We found a surprisingly small amount of accountability for employer-provided health benefits. For instance, 39 % of companies never requested any feedback from their employees about their health benefits, just 6 % assessed the time employees spent getting questions about their health benefits answered, and <5 % of companies measured how often employees postponed filling a prescription or seeing a doctor because of cost. Moreover, there was a widespread absence of accountability for the performance of health plans. On average, 64 % of 15 health benefits performance dimensions were managed by no one, and more than half of respondents reported that no one in their organizations was held accountable for either the physical (64 %) or emotional (59 %) wellbeing of the workforce. Companies mostly provide minimal oversight of the health plans they provide to their employees. This lack of accountability is inconsistent with employers' responsibilities to effectively manage the benefits they provide and almost certainly contributes to the well-documented problems of employee dissatisfaction with third party health benefits administrators and the frustration and wasted time spent accessing care and reimbursement that occasionally results in care delayed or denied, with consequences for both behavioral and physical health.
由于雇主为超过50%的美国工作年龄人口提供健康福利,购买并可能负责监督健康福利设计与提供的公司福利经理在影响医疗服务提供方面发挥着重要作用。我们试图评估公司如何衡量和管理健康福利,因为这些问责维度会影响健康生态系统的绩效。我们随机抽取了一些公司,并从200多名了解其组织中健康福利管理情况的人员那里获取了数据。我们新颖的调查全面询问了公司收集了哪些与健康福利运营有关的数据,以及如果有任何人的话,谁负责员工福利体验和结果的各个方面。我们发现雇主提供的健康福利的问责制少得惊人。例如,39%的公司从未向员工征求过关于其健康福利的任何反馈,只有6%的公司评估了员工获得健康福利问题答案所花费的时间,不到5%的公司衡量了员工因费用问题而推迟开药或看医生的频率。此外,健康计划的绩效普遍缺乏问责制。平均而言,15个健康福利绩效维度中有64%无人管理,超过一半的受访者表示,他们所在组织中没有人对员工的身体(64%)或情感(59%)健康负责。公司大多对其提供给员工的健康计划监督极少。这种缺乏问责制与雇主有效管理其提供的福利的责任不一致,几乎可以肯定会导致员工对第三方健康福利管理人员不满这一有充分记录的问题,以及在获取护理和报销过程中出现的挫折感和时间浪费,偶尔还会导致护理延迟或被拒绝,这对行为健康和身体健康都会产生影响。