Resultados de la Encuesta de Salud

Transcripción

Planeación de la Salud de los
Empleados
Seminario Retiro y Salud 2016
Aon Hewitt | Health & Benefits
1
Agenda
Shaping a Strategic Direction
• Market Dynamics
• The Strategic Planning Process
About México
• Mexico Aon’s Health Survey 2016
2
Shaping a Strategic Direction
John Vlajkovic
Senior Vice President | Aon
3
Growing Complexity
Market Dynamics
4
Factors Influencing Strategic Direction
Business
Concerns
HR
Challenges
Employees
Needs
5
Business Concerns
40% is China’s
76% of employers
portion of world’s
report Employee
Global
Economy
Changes the
competitive
landscape
available workers,
Engagement
nearly 5X
and 65%
that of U.S.
Recruitment of
Desired Talent as a key
metric critical to measuring
business performance
Mobility and the
Rise of the Virtual
Workforce
Free cash
flow
are creating an entirely
different talent and human
capital management
dynamic
top ranked
business metric
6
Engagement Matters!
22%
more profitable
as organizations
5%
increase in employee
engagement linked to
3% increase in revenue
growth
81%
less likely to seek
out new employer
in next year
Sources:
HelloWallet; Gallup, “State of The American Workplace Employee Engagement Insights for US Business Leaders,” 2013
2016 Consumer Health Mindset Study Aon Hewitt, the National Business Group on Health, and The Futures Company; 2016 Aon Health Care Survey
7
HRs Key Challenges
Expanding
Benefits
Costs
Burden on
the individual
Unhealthy
population
Shifting
global
workforce
Increasing
complexity
Rise of
consumerism
Emerging
innovation
8
Our Benefits World is Also Changing
Expanding
Benefits
Costs
By 2024, left unchecked,
benefits will comprise
nearly half
of the investment
you make with
your workforce
Source: Bureau of Labor Statistics: Employer Costs & Employee Compensation; Bureau of Labor
Statistics: Consumer Expenditure Survey; CBO Budget and Economic Outlook: 2014 to 2024
9
Burden on
the individual
135%
increase
Over 40%
in out-of-pocket medical
spend from 2005 to 2016
for US employees
out-of-pocket spending
on health for individuals
residing in Mexico
Source: Aon Health Initiative Database
OECD Review of Health Systems: Mexico 2016
10
Increasing
complexity
US has a rapidly evolving
ecosystem including
Mexico’s ecosystem is
impacted by
800+ ACOs
Fragmented
Delivery
and counting;
each unique
and disruptions in the
continuity of care
Source: Leavitt Partners Center for Accountable Care Intelligence
11
Shifting
global
workforce
By 2020
five generations
share workplace
Source: Forbes, “Working Beyond Five Generations in the Workplace” February 2015
12
Weight issues are a challenge
for Mexico as well:
Percentage of overweight or
obese adults grew from
Unhealthy
population
By 2040,
62% in 2000 to 71%
50%
in 2012,
of the adult population
will be obese
1 in 3 children is now
overweight or obese
Source: Robert Wood Johnson Foundation, “F as in Fat: How obesity threatens America’s Future, 2012
13
Expanding
health care
economy
Burden on
the individual
Unhealthy
population
Shifting
global
workforce
Increasing
complexity
Rise of
consumerism
45% of consumers
expect employers to point
them to best cost and
quality providers as they
pay more out-of-pocket
Source: 2016 Consumer Health Mindset Study: Aon Hewitt, the National Business Group on Health, and The Futures Company
14
Expanding
health care
economy
Burden on
the individual
Unhealthy
population
Shifting
workforce
Increasing
complexity
Rise of
consumerism
Emerging
innovation
VC investment
in health tech grew
by 30% to
$8 Billion
Source: Silicon Valley Bank, “Trends in healthcare investments and exits” 2015
15
Employee Expectations Are Driven By Multiple Factors
Gender
 Gender roles are converging
 Women the majority of the workforce by 2020
 60% of college students are women
Income
 Growing income inequality
 Middle class lifestyle harder to achieve
Life Stage




Generational
 Millennials will comprise 70% of the U.S. workforce by 2020
 Increasing diversity
 Broader variation in values across generations
Delayed retirement
Delayed adulthood
Evolving family
Increasing variety: people no longer “acting their age”
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Desired State: A Comprehensive Benefits Platform
Help Me Pick
the Right
Coverage
Help Me
Navigate the
System
Help Me Get
and Stay
Healthy
17
Implications
People
Must
develop a
Human
Capital
strategy
that
supports
business
objectives
Benefits
Must
develop an
Timi
integrated
Benefit ng
strategy
Perspective
Timing
Should
begin
considering
next
generation
solutions
Should
develop a
strategy that
balances
immediate
needs with
the ability to
drive long
term business
results
18
How do we get from
here to there?
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Growing Complexity
The Strategic Planning Process
20
Strategic Planning Process
Understand key drivers
Data
Collection and
Analysis
Monitor and modify
approach as necessary
Define broad direction, and
overall program expectations
Mission
And
Guiding
Principles
Ongoing
Management
Benefit Strategy
Develop multi-year plan
Develop
Strategic
Roadmap
Key desired outcomes
Goals and
Objectives
Review possible tactics
Define measures of success
Metrics
Spectrum of
Initiatives
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Long Term Strategic Direction; Framework
Vision
Broad Direction For ABC Company
Guiding Principles
Affordability?
Workforce Strategy?
Business Impact?
Leading to…Goals and Objectives—Our Measures of Success
 Cost or trend target?
 Competitive value?
 Shareholder value?
 Competitive position?
 Choice making architecture?
 Acquisition strategy?
 Return on Investment?
 Decision support?
 Investment?
 Behavior change
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Long Term Strategic Direction: Additional Key Questions
ABC Role/Role of
Benefits
• What role should ABC play in
the delivery of benefits?
• What role should healthcare
benefits play in ABC’s Total
Rewards strategy?
• Is healthcare a differentiator
for ABC? Should it be?
• Does ABC want to offer
benefits that are “bleeding
edge”, leading edge, or that
closely follow the market?
• How important is competitive
positioning?
• What is ABC’s tolerance for
change? For employee
disruption and/or “noise”?
Responsibility
Business Needs
• What is ABC’s benefit
responsibility to employees?
To families?
• What does “healthcare
consumerism” mean at ABC?
• What does “choice” mean at
ABC? How much is enough?
Too much?
• What ability does/should ABC
have to influence the health
behaviors of employees, or
their families?
• How explicitly should we
incorporate employee priorities
around how ABC dollars are
spent across various elements
of Total Rewards?
• What business drivers will
influence ABC’s decisions with
respect to benefits? Cost?
Talent attraction and retention?
Employee Engagement?
• What are the toughest
business and talent issues
ABC will face? In what ways
should health and healthcare
initiatives help address those
issues?
• How important is health and
well being to the business?
• What trade-offs is ABC willing
to make to balance competing
priorities (e.g., cost
management vs competitive
position?
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Long Term Strategic Direction: Key First Step
Define
Future
Role and
Strategic
Pathway
Aggressive
Program
Management
2
Facilitate
and Fund
Personal
Responsibility/
Flexibility
3
4
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Define
Future
Role and
Strategic
Pathway
Aggressive
Program
Management
Facilitate
and Fund
2
Personal
Responsibility/
Flexibility
3
4
Assess current
environment
Retain core elements
Refocus energy on
key levers
Transform delivery
model
25
Define
Future
Role and
Strategic
Pathway
Aggressive
Program
Management
Facilitate
and Fund
2
3
4
Assess current
environment
Provide expanded
choice
Provide decision
support
Refocus energy on
key levers
Transform delivery
model
Personal
Responsibility/
Flexibility
Incorporate defined
subsidy
Transfer
administrative
burden
26
Long Term Strategic Direction
Define
Future
Role and
Strategic
Pathway
Aggressive
Program
Management
Facilitate
and Fund
2
3
4
Assess current
environment
Provide expanded
choice
Provide benefit
trade-offs
Provide decision
support
Enable workforce
Refocus energy on
key levers
Transform delivery
model
Personal
Responsibility/
Flexibility
Incorporate defined
subsidy
Address retirement
income gap
Address benefits
need spectrum
Transfer
administrative
burden
Personalized
Benefits
27
Building Blocks For Our
Desired Future State
Focus On Overall
Well-being
Create Tailored
Choice
Architecture
Provide Effective
and Efficient
Administrative
Infrastructure
Support
Employees As
They Navigate
The System
28
México
Encuesta de Salud Aon 2016
Dra. Mónica Cecilia Ham Alvarado
29
Growing Complexity
Antecedentes
30
Antecedentes
Durante los últimos 5 años Aon ha realizado
una encuesta de salud anual, donde la
participación de nuestros clientes se ha
incrementado por la relevancia que el tema
ha tomado a nivel mercado.
60%
50%
46%
40%
Los resultados
sin duda muestran la
participación activa de las organizaciones en
actividades de bienestar.
30%
Dichas iniciativas han evolucionado en las
empresas hasta lograr fomentar y difundir
temas de prevención, incluyendo en los
últimos dos años bienestar.
10%
120%
100%
% de participación con relación a
la cartera de Aon
30%
20%
2011
35%
32%
2013
2012
0%
Empresas con iniciativas de salud
implementadas
86%
80%
60%
40%
51%
33%
20%
0%
Fuente: Encuestas de Salud Aon 2011-2015.
2012
58%
2013
65%
2015
2014
2011
31
36%
2014
2015
Antecedentes
Participación por giros comerciales
Manufactura
29%
27%
30%
25%
20%
15%
Comunicación y
tecnologías
30%
20%
12%
17%
Gobierno, energía y
construcción
19%
10%
6%
15%
5%
9%
0%
Comercio,
alimentos y bebidas
Financiero,
farmaceutico y
hospitales
2011
6%
10%
Automotriz y
Transporte
2015
El giro con mayor impulso a las actividades de bienestar es el de comercio, alimentos y
bebidas y en el que se tienen mas iniciativas implementadas es el de manufactura.
32
Growing Complexity
Resultados de la Encuesta
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Evolución de la estructura organizacional
120%
100%
95%
80%
60%
40%
86%
98%
80%
Miden la
participación Plan de retención/
Inducción a nuevos
empleados
20%
0%
2011
77%
66%
59%
57%
42%
Líderes
involucrados
44%
Cuentan con
iniciativas en
salud
Miden
efectividad
2015
Los tres puntos importantes que han desarrollado las empresas para tener constancia y
éxito en los programas son:
 El involucramiento de líderes
 Medición de la participación
 La efectividad del programa
34
Padecimientos que tienen relación con los riesgos
psicosociales
45%
40%
Musculoesqueléticos
35%
35%
30%
Gastroenterológicos
25%
20%
20%
Accidentes
Cardiológicos
15%
10%
11%
10%
5%
0%
De acuerdo a las respuestas obtenidas, las especialidades con mayor frecuencia en las
empresas se relacionan con factores detonantes de tipo psicosocial, ocasionando
complicaciones como: cáncer, infartos al miocardio, accidentes laborales, patologías en
columna o rodillas.
35
Tendencias en programas implementados
120%
100%
96%
92%
80%
60%
79%
Análisis de
siniestralidad
40%
74%
Check Up
Nutrición
Activación física
26%
20%
0%
Manejo de Estrés
Los programas preventivos en las empresas han madurado y enfocado sus esfuerzos
en actividades que mejoran las condiciones de salud de los empleados.
Vemos que la tendencia en programas enfocados al manejo de estrés tienen un
incremento importante del año pasado a este del 2% al 26%.
36
Evolución de las acciones de bienestar en las
corporaciones
96%
70%
60%
55%
50%
40%
Políticas de horarios
flexibles y oficina en casa
Manejo de
estrés
Oferta de
incentivos
30%
26%
20%
20%
10%
0%
0%
2011
Las iniciativas implementadas en el
corresponsabilidad empleado-empresa.
5%
1%
2015
aspecto
psicosocial,
37
permiten
la
Empresas que realizan diagnóstico
psicosocial
80%
70%
67%
Observamos en los resultados de la encuesta, que
el 33% de las empresas realizan un diagnóstico de
factores psicosociales; teniendo como resultado la
implementación de acciones corporativas para
mejorar el balance vida-trabajo.
No
60%
50%
80%
40%
30%
33%
Si
20%
10%
Acciones para el balance
Vida - trabajo
70%
60%
50%
40%
0%
30%
62%
Horarios
Flexibles
52%
Home
Oficce
20%
Transportación al
sitio de trabajo
10%
0%
34%
38
Salud ocupacional
120%
100%
92%
90%
80%
60%
Cumplen las
Normas de Salud
en el trabajo
40%
82%
Investigación de
Incapacidades
Realizan
Programas de
Prevención
77%
Investigación
de Accidentes
Laborales
73%
69%
Realizan
Auditorias
20%
Actualizaciones
en normatividad
del personal de
salud
0%
Conforme a los datos obtenidos en la encuesta, el 33% de las empresas refieren contar con
áreas de Salud Ocupacional.
De acuerdo a la NOM 030-STPS (Secretaria del Trabajo ), observamos que las empresas
cumplen con los programas de seguridad e higiene que obliga la normatividad; hablando de
temas de prevención, los cuales son sugeridos, por lo que las organizaciones enfocan
esfuerzos a temas de origen laboral y no de vigilancia epidemiológica.
39
Conclusiones
La salud ocupacional y su gestión es un tema que atañe directamente a
las empresas. A pesar de los avances en materia de prevención de
accidentes y enfermedades de trabajo, todavía es necesario desarrollar
conciencia, sobre la importancia de la salud y bienestar dentro de las
empresas .
Hoy la salud es una responsabilidad social colectiva, para el control de
las enfermedades relacionadas con el trabajo y el estilo de vida.
40
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Resultados de la Encuesta de Salud

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