Employer benefits and human resources professionals should glean key lessons on emergency planning from the COVID-19 pandemic—and a new guide from the Northeast Business Group on Health aims to help set a baseline for those discussions.
The paper outlines seven key action steps employers should take to strengthen their COVID-19 response and prepare for a future pandemic situation that can be deployed now, the group said.
“The experts say it is not a question of if but when a future pandemic will occur. And while it’s impossible to be 100% prepared for future pandemics, employers can enhance their preparedness," said Candice Sherman, CEO of the Northeast Business Group on Health, in a statement.
Employers might face myriad challenges when reopening the workplace, but lessons learned during the pandemic suggest they also should consider preparing for a future crisis, according to a guide released today by the Northeast Business Group on Health.
The employer-led coalition of benefit leaders and health care stakeholders published its Pandemic Response, Recovery and Planning guide, which captures lessons learned by employers during the pandemic and outlines action plans for reopening the workplace, adapting benefits to address Covid-19 and preparing for a future pandemic.
"The pandemic is not over, and now is an opportune time for employers to see what more they might need to put in place to address health and safety," said Candice Sherman, CEO of the business group.
As the vaccines are being rolled out, employers will need to think about communicating and engaging with their workforce about vaccinations, she said. Many companies rolled out flu vaccine programs in the past, and some successful measures—such as offering incentives or time off for vaccination—can be employed for the Covid-19 vaccine as well, she said.
Employers will be key in communicating to workers the importance of receiving the vaccination.
"It is essential employers educate their workers that the vaccine is safe or the pandemic will never truly be over," Sherman said.
For example, workers who choose not to vaccinate might cause unease among their coworkers, throwing a wrench in reopening efforts. The guide suggests bringing in medical directors from health plans or doctors to hold forums about the vaccine.
Businesses also need to ensure health benefits are adaptable and accessible during a future crisis.
"We're not talking about health insurance coverage … but we're talking about wellness and mental health support, and those chip away at workers more than we realize," Sherman said.
Many organizations provided wellness and mental health support to employees before the pandemic, but access might have been disrupted as offices shuttered. The boom of telehealth tools has become fundamental to ensuring employees continue being able to reach those resources, Sherman said.
Lastly, even as companies build infrastructure—updating air filtration and testing protocols—to address this pandemic, they need to consider implementable plans for a future crisis.
"The experts are saying it's a matter of when, not if," Sherman said. It's never too early to think about what you need to have in place for the future, she added.
The Northeast Business Group on Health was founded in 1982, and its members are senior benefit leaders from about 180 large corporations, organizations and unions, including 1199SEIU, CityMD, Mount Sinai Health System and Pfizer. —S.S.
Members of the Northeast Business Group on Health (NEBGH), a regional coalition of employers and healthcare stakeholders, have asked questions about vaccine rollouts and about whether particular types of workers qualify as essential workers, NEBGH CEO Candice Sherman said. But with guidance changing on a day-to-day basis, there is still a "good deal of uncertainty," she added.
Sources who previously spoke to HR Dive described incentivizing vaccination as one potential avenue for employers worried about the impact of other policies, such as a vaccine mandate. While Sherman said NEBGH has not heard much from members with respect to incentives, "I frankly am in favor of incentivizing." She added that employers may want to work with health plans and pharmacy partners to ensure employees and their families have access to good information about vaccine availability.
Employers, in connection with their health plans, may be able to look into concepts such as drive-thru vaccination clinics once vaccines become more broadly available, Sherman said. Some states are already beginning to experiment with this specific idea. Florida announced plans this week to open a golf cart drive-thru vaccination clinic for seniors at one retirement community, reported ABC affiliate WFTV.
“The Haven health venture and the publicity surrounding it shone a light on the critical role employers play in funding the health care system and generating innovation that can benefit employees and the public at large. But health care delivery is primarily regional, so it’s not a surprise that these companies are pursuing projects tailored to their own populations.”
–Candice Sherman, CEO, Northeast Business Group on Health
Heightened anxiety and stress have a direct impact on employees’ emotional resilience and productivity. Major depressive disorders are tied to 27 lost workdays per year per employee, according to the Northeast Business Group on Health, and an increased cost of $4,426 per employee per year. Additionally, mental health conditions are also tied to other chronic conditions such as obesity and heart disease.
But there are also more widespread impacts on the broader workforce.
Keep in mind that while many employees try as much as possible to compartmentalize work and life stresses, that’s not always possible. Especially at a time of widespread remote work, work and life stresses blend together and can create a charged and overwhelmed state of being.
For cancer patients, employment is more than financial security and healthcare benefits — it’s a support system.
Four out of every 10 people in the United States will be diagnosed with cancer at some point in their lifetime, according to the National Cancer Institute. That number is only expected to grow; by 2040, the number of cancer survivors is expected to reach more than 26 million — a 50% increase from last year.
“With a growing number of cancer survivors in the workforce, employers need to better understand and be equipped to help support them, given the challenges these employees may face,” said Candice Sherman, CEO of the Northeast Business Group on Health, in a report by the organization.
A growing number of patients are surviving a cancer diagnosis, meaning employers must be prepared to offer a workplace that supports their specific needs.
To assist with that process, the Northeast Business Group on Health (NEBGH) has released a guide for employer benefits and human resources professionals that highlights the key challenges and opportunities in meeting the needs of cancer survivors.
Estimates suggest there will be 26.1 million cancer survivors living in the U.S. by 2040, an increase of more than 50% compared to 2019, the NEBGH said in an announcement.
48 pages. "[A] cancer diagnosis and treatment together comprise just one part of the patient journey. What happens when people move beyond active treatment to survivorship? ... [This guide] is designed to provide you with information on the challenges and opportunities associated with cancer survivorship and practical guidance on creating a workplace that supports people living with cancer and is productive for all."
Northeast Business Group on Health (NEBGH) released a new guide for employers on cancer survivorship Wednesday morning.
The free guide was created in collaboration with CancerCare to offer employers' HR departments "practical guidance on creating a workplace that supports people living with cancer and is productive for all."
The guide covers challenges that cancer survivors may face and how employers can support them. It also includes information on support organizations, employment laws and agencies, and recommendation checklists for employers.