In the healthcare landscape, there are significant challenges and transformations currently shaping the industry. From cost management pressures to flexible working demands and the emerging voices of younger generations, healthcare organisations are on the precipice of change. Sharon Burgess sheds light on the biggest hurdles the industry has faced over the past year, as well as how digital integration and mental health initiatives have impacted Healix Health’s future plans, a healthcare trust provider that provides flexible healthcare solutions.
What’s the biggest challenge Healix has overcome in the last year?
Rising healthcare costs are a significant challenge. They are being driven by advances in medical treatment, an ageing population and the challenges the NHS is facing, which have led to an increase in claims incidence and average costs. We have overcome this by focusing on developing a meticulous cost management infrastructure, supported by strong relationships with healthcare providers who work in partnership to ensure healthcare remains sustainable for our clients. All this is underpinned by our nurse-led managed care approach, which ensures treatment is clinically appropriate and delivered in the most cost-effective way.
What are the biggest changes on the horizon in your industry?
The top three areas we are seeing the most change in, are: telehealth and digital integration; mental health and wellbeing; and the increasing expectations placed on employers in supporting this. Personalised, flexible benefits for employees, especially their emerging role in supporting employers’ wider diversity and inclusion (D&I) agenda, will continue to evolve as a crucial change in the industry. We expect to see further evolution in these areas in the coming months and years.
What would you like to change most in your industry?
Members are taxed on healthcare benefits as P11D. Companies could afford to be a lot more creative with ideas around benefit design and health and wellbeing strategy without being restricted by members having to pay tax on this benefit. I’d also like to see more integration between preventative care and wellbeing programmes.
What advice would you give aspiring leaders?
As a foundation, it’s important to understand your personal brand, have self awareness and be receptive to feedback. Building a strong network is also key to success and this will help you gain access to knowledge, as well as a wealth of experiences and expertise. Most importantly, it’s vital to be authentic and demonstrate persistence and determination.
Leaders should also ensure that people from all backgrounds and generations feel understood in a business. From a healthcare perspective, this could mean providing digital access and wellbeing support for younger employees or those who work remotely, and also providing individualised healthcare perks such as neurodiversity support or menopause consultations.
Training managers to notice and take action when their teams might need further support is crucial in ensuring people’s individual needs are accounted for. Leaders should take the time to get to know and understand their employees – not only professionally, but on a personal level too. When you truly know your people, you don’t support them with policies or protocols, you support them as individuals.
What is the leader’s role in shaping organisational culture?
Leaders play a critical role in shaping culture, and this involves several key aspects including articulating and reinforcing the organisations core values, being a role model, setting the tone through encouraging respectful communication and effectively resolving conflict.
It’s vital that business leaders ensure there is an open, transparent culture, where management recognise the challenges that different people might face. For example, if someone has caregiving responsibilities, how does your organisation’s policy ensure their personal situation is recognised and accounted for?
Businesses are also steadily moving away from a top-down approach in business, with younger people having more of a voice in shaping policies and culture. Therefore, it’s essential for leaders to give people who are at earlier stages in their career the opportunity to talk about the changes they want to see. This is something we’ve practised ourselves at Healix and are really proud of. We’ve got a whole host of younger people working for us and they aren’t afraid to talk about issues that affect them, such as mental health. This has an impact across the whole organisation as it means people are more confident opening up about their personal situations and asking for help.
Also, with the new flexible working law having come in earlier this year, leaders will now be dealing with a potential increase in flexible working requests so they should prepare leadership teams to deal with these in both a professional and empathetic manner.
How do you inspire your team?
It is crucial to establish a supportive environment that nurtures strong, trust-based relationships. Take the time to get to know your team, discuss and provide opportunities for growth and create space for individuals to learn. Being open and clear is essential; carving out clear channels for communication fosters a healthy, dynamic work environment and gives people the chance to safely express themselves.
For more information please visit healix.com
