Raising the Bar: 3 Tips on Building an Organizational Culture of Learning

Earlier this month, my colleague Jessica Guyton penned a post about the importance of ongoing professional development and self-improvement through industry conferences and our own Evive Book Club. These efforts, more memorably put, are called "sharpening your saw." 

It inspired me to highlight another effort I lead at Evive—"Raising the Bar." If saw-sharpening is about actively seeking out and absorbing the learnings of others, then bar-raising is about testing and continually re-testing those insights in your own organization in order to validate, challenge, and better those theories and their outcomes. 

Sharpening the Saw and Digging the Channel: How We Work at Evive Health

Recently, some colleagues and I attended the Design for Action conference here in Chicago. At one of the sessions, Dr. Steven Wendell laid out an interesting scenario: Imagine you find a fish flopping around on the ground. You and the fish share a common goal of the fish getting back in the water. How can you accomplish this? Option A: Yell at the fish to get back in the water. Option B: Pick up the fish, and place it in the water. Option C: Dig a channel so the fish can swim back to the water.

Recommendation engines for healthcare consumers are here.

 A key component of creating healthcare consumers who feel empowered to make decisions that will bring them the most value, is reaching them with relevant, personalized information at just the right time.

Healthcare consumerism is different from “traditional” consumerism in many ways—but here’s one way it’s not.

When it comes to creating smart consumers who are empowered to choose services or products that bring them the most value, healthcare is unlike any other sector. Many of the challenges that come with helping someone “shop” for a service or provider are unique to healthcare.

Healthcare “consumers” are here to stay: Here’s how to help them succeed

The consumer isn’t a new player in the healthcare game. “Consumer” is just a new name given to the patient who, due to changes in how much and how we pay for healthcare, has been given the task of applying consumer principles when obtaining healthcare services.

4 Steps to Creating Personalized Multimodal Messaging for your Multigenerational Employees

Your goals: To keep your employees informed about their benefits offerings, to help your employees take advantage of the benefits you offer right when they need them, and to maximize the value of your benefits for both your company and your employees.

What you can learn from using (and testing!) behavioral science principles in your benefits communications

As mentioned in a previous blog post, determining an individual employee’s specific mode of preference when it comes to receiving communications (and being able to deliver the message on all modes) is crucial to making sure messages are received and read.

Every mode for every generation: Be prepared to communicate through all channels

The American workforce has changed in a lot of ways over the past few decades. But one of the most interesting changes we’ve seen is that we now have, for the first time, four different generations working side-by-side. Today’s workforce is comprised of the Silent Generation, Baby Boomers, Gen X’ers, and Millennials.

Setting the stage (and writing the script) for interconnectedness within benefits ecosystems

At Evive Health, we recognize the potential for the positive changes that can occur when benefits ecosystems are interconnected and integrated. Like Amazon, Evive uses purchasing data (such as healthcare claims, program enrollment data, program participation, customer service encounters, balances, and contributions, etc.) to predict what benefits an individual will likely need next. Then, like Google, Evive makes information about these benefits easy to find and access—including incorporating single sign-on capabilities so that users can access their account on a benefit vendor’s website with just one click.

It’s time to prioritize ‘prioritization’: How interconnectedness improves benefits usage and value.

As an HR leader, you put considerable effort into selecting which benefits you offer your employees, and put just as much care into selecting the vendors that provide those benefits. The vendors you’ve chosen offer high quality services, but when they operate in a vacuum—that is, without linking to or communicating with the other vendors in your benefits ecosystem—employees could miss out on opportunities to engage with important benefits. Your team spends a lot of time coordinating vendors, creating communication campaigns, facilitating warm hand offs and referral workflows, yet the results are often sub-optimal. And when vendors act in their own self-interest, rather than working toward the greater goals of the company, to the employee, it sounds like noise from an uncoordinated orchestra.

Is your benefits ecosystem interconnected? It should be (and what happens if it’s not).

Think about this: When is the last time you heard of a company offering all employment benefits from a single vendor? These days, it just doesn’t happen. Most companies, knowing how important benefits are to employees, provide multiple benefits offered by several different vendors. This is the benefits ecosystem. And in order to maximize gains, reduce waste, and make benefits as valuable as possible for employees, interconnectedness within the ecosystem is critical. 

Enabling Patients Consumerism 101: Predictive Analytics and Real-time messaging

Shopping around for the best price is Consumerism 101. In the age of mobile devices having a permanent spot in the purse or pocket, anyone can see a product they want in a store, quickly hop online, and see where they can get the same item for less money.

Second opinions can help reduce wasteful medical spending: How to get people to use them

Take a look at a healthcare expenditures map, and you'll see that some regions in the U.S. spend a lot more than others. Is it because their populations are sicker? In many cases, probably not. According to researchers at the Center for the Evaluative Clinical Sciences (CECS) at Dartmouth Medical School, the wide gap in spending can actually be explained by unwarranted variation in physician practices. For example, cardiac bypass surgery rates exhibit about a fourfold range of variation, from 3 per 1,000 (adjusted for age, sex, and race) in Albuquerque, N.M., to more than 11 per 1,000 in Redding, Calif. The rates are strongly correlated with the per-capita numbers of cardiac catheterization labs in the regions, but not with illness rates as measured by the incidence of heart attacks in the region.

Fighting Overuse with Predictive Analytics

When is the last time you thought to ask your doctor if a screening or procedure he or she ordered was really necessary? If you're like most people, probably not recently. After all, it's a little uncomfortable questioning the recommendations of someone with years and years of training and experience—someone you likely trust. But it might be time to start breaking the ice.