The Great Migration
Within a few years, millions of employees will likely receive
their health benefits through private exchanges. At Darden Restaurants, this is
already happening.
By Andrew R. McIlvaine
The
concept of defined-contribution healthcare -- providing employees a set amount
of money to purchase their own health plans rather than having the company
select and pay for the plans directly -- is hardly new. However, as the number
of private healthcare exchanges being offered by vendors large and small
continues to proliferate, some say it represents the future of healthcare
benefits.
According
to Accenture, roughly 1 million Americans will get healthcare coverage through
private exchanges next year, and that number will rise to 40 million by 2018.
A
survey of 500 HR leaders by Waltham, Mass.-based technology firm Alegeus finds
that 75 percent anticipate their organizations will make the switch to
defined-contribution healthcare next year or in 2015.
For
the 200,000 employees at Darden Restaurants Inc., the private-exchange concept
is now a reality. At the start of this year, the Orlando, Fla.-based restaurant
company (which operates the Red Lobster, Olive Garden and LongHorn Steakhouse
chains, among others) officially switched over from a traditional PPO plan to a
private exchange operated by Lincolnshire, Ill.-based Aon Hewitt, becoming one
of the first major U.S. employers to do so.
"This
was a big leap for us -- we went from offering one traditional plan from one
carrier to offering five different plans via the exchange environment," says
Danielle Kirgan, Darden's senior vice president for total rewards.
When
the company announced it would be moving to a private exchange last year, the
reaction varied between the 2,000 employees at corporate headquarters in
Orlando and the field employees out in the restaurants, she says.
"Our
headquarters employees greeted the idea with curiosity, but there was also some
skepticism and concern," says Kirgan. "But out in the field, the reaction
tended to be along the lines of 'This is great!'"
Many
restaurant employees (who tend to be paid less than the employees at corporate)
were excited about being given the chance to select plans with lower premiums
(and higher deductibles) than was available under the old plan, she says.
Under
the exchange, employee and dependent participation rates for Darden's health
benefits are higher than they were under the traditional plan, says Kirgan,
although she would not disclose specific numbers.
The
company moved to a private exchange in order to offer its employees more
choices, she says.
"Our
employees are interested in dental, vision and supplementary insurance as well
as medical, but we couldn't -- on our own -- provide the kind of infrastructure
necessary to administer plans that offered the variety of choices they wanted,"
says Kirgan. "But with the exchange, we can."
A
clear majority of the respondents to the Alegeus survey (68 percent) say a DC
approach will prompt health-plan participants to make more cost-conscious
benefit decisions and 66 percent believe it will allow them to offer a wider
array of benefit options. Close to 60 percent believe it will allow their
organizations to continue offering benefits that would otherwise be in
jeopardy, and that it will lead to lower benefit costs for their organizations.
However,
not all are convinced that private exchanges represent the next best thing for
health benefits.
"What
I'm seeing is that employers are a lot more skeptical of private exchanges, and
their potential value, than the buzz about them would suggest," says Jennifer
Benz, CEO of Benz Communications, a San Francisco-based employee-benefits
communication consultancy.
Proponents
of private exchanges tout the greater number of health-plan choices they offer
to employees -- but that's part of the problem, says Benz.
"Many
employers have learned more choice is not necessarily a good thing," says Benz
(who is also the program chair for Human Resource Executive's Health
& Benefits Conference). "One of the things that large employers have been
able to do fairly well is craft a limited number of health plans that provide
the right value for their employee demographic. But with the public and private
exchanges, people are going to be overwhelmed with choices."
Private
exchanges represent simply yet another flavor in a trend that isn't new, says
Benz.
"If
private exchanges can prove they're really saving money, and the communication
and education process for employees is so much better than the typical
benefits-enrollment process, then there's potential," she says. "But from what
I'm seeing right now, this is just a different flavor of benefits administration
-- it's not radically improved."
Companies
have been talking about a DC approach for decades, says Paul Fronstin, director
of health research and education at the Employee Benefits Research Institute in
Washington.
"The
whole idea is to introduce more consumer engagement regarding health
insurance," says Fronstin. "We'll see whether it actually does. The Federal
Employees Health Benefit Program has offered a private exchange for years, and I
don't think costs have been going up there any less than overall healthcare
costs."
"It
may be disruptive at first; some people may love it, others will hate it," says
Fronstin. "A concern of many employees is whether the employer contribution to
buy benefits will go up each year or remain the same."
At
Darden, the employer contribution is pegged to the inflation rate and will rise
accordingly, says Kirgan. Each employee receives a subsidy that is a percentage
of the cost of whichever plan they choose, she says.
When
it comes to educating employees about DC health benefits, HR may need to start
with itself first: Many of the respondents to the Alegeus poll who said they
were familiar with private exchanges were unable to answer basic questions
about what they are, how they function or the benefits they offer, says Torre.
For example, 32 percent agreed (incorrectly) that private exchanges are the
same as the public health exchanges mandated by the Affordable Care
Act.
"There's
clearly a significant education gap," says Alegeus CEO Tom Torre.
At
Darden, the company dedicated three months to educating managers and employees
about the private exchange, says Kirgan. "We had to really re-think our
open-enrollment process where we could layer in this awareness piece about how
the exchange works and answer questions and concerns," she says.
In
addition to making extensive use of videos and online tutorials, Darden focused
on educating managers about the exchanges so they, in turn, could become
information sources for employees, says Kirgan.
"I
think everyone has to expect that employees might be overwhelmed at first, but
our experience was that once we were able to engage them in discussion about it
and take away the nomenclature, it became far less intimidating to them," she
says.
2013/09/09
Copyright 2013© LRP Publications