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HEALTH PAYERS: REIMAGINE YOUR FUTURE WORKFORCE

OVERVIEW

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Digital disruption has set its sights squarely on the health insurance market. Leading payers aren’t running for cover. They are using disruption to their advantage by making innovation a priority, placing member experiences at the center of organizational strategies, and establishing digital centers of excellence to improve efficiencies and member services.

Importantly, these pioneering payer organizations are also strengthening their talent strategies. This involves investing in new human and machine capabilities, and re-imagining how to attract, develop and retain a future workforce that can deliver the innovative products and flexible services their upended world demands.

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KEY FINDINGS

There are clear signs that payers have no choice but to change what they do and how they do it.

  • 85 percent of health payer executives believe their industry is experiencing significant disruption.

  • Only 9 percent of 2017 college grads want to work for a health payer.

There are also signs, however, that some payers are replacing traditional rigid structures with more flexible ways of working, rethinking jobs and skills, and investing in technologies to enable the workforce.

  • 93 percent of health payers are investing in digital.

  • 79 percent of executives are preparing for the day when work will be structured by projects, rather than job function.

“93 percent of health payers are investing in digital. Do you have the #FutureWorkforce needed to drive digital prowess?”

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CUSTOMER DIAGNOSIS

U.S. health payer organizations lag other industries in Net Promoter Scores, a common measure of customer loyalty.

 

 


INDUSTRY NET PROMOTER SCORES

27% Hotels & lodging
23% Retail
21% Consumer electronics
15% Wireless
10% Health Payers

SOURCE: ACCENTURE 2015 MEMBER EXPERIENCE/PAYER BENCHMARK US SURVEY NOTE: NET PROMOTER SCORE (COPYRIGHTED, SATMETRIX) = PROMOTERS (9,10) LESS DETRACTORS (0-6)

RECOMMENDATIONS

To infuse your organization with agility, speed and responsiveness at all levels:
Think like a startup: Apply lessons from Silicon Valley to transform the workforce.
Manage like an entrepreneur: Match talent to tasks, not roles. Continually assess the capabilities you have—and those you will need. Invest to close the gaps.
Design like an architect: Design personalized experiences to support employees throughout their careers. Look to talent marketplaces for scarce skills.
Lead like a guru: Build more than a company. Build a culture, a purpose and a chance to make a difference.
LEARN MORE ABOUT ACCENTURE STRATEGY

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