Sharing Experiences, Recognizing Unique Perspectives, Building a More Inclusive Workplace

Sometimes, issues people face might not even cross someone’s mind until they are in the same situation and feel the impact. It’s helpful to have ongoing conversations to share our experiences, and in turn, recognize someone else’s experiences. Even if their reality is not your reality, it’s essential to come from a place of understanding. Recognizing that everyone has a unique perspective is when real change will happen.

George Floyd’s murder last summer was a catalyst for change across the country, including HealthEdge. Our Human Resources team initiated individual and group conversations with the African American employees to share our experiences, feelings, and how the company could do better. These were raw conversations. Everyone listened. Similar to what was happening across the country, these conversations led to a broader, thoughtful dialogue that could focus on how a company can influence societal change.

We needed a safe forum to create more conversations about diversity and inclusion and sharing our experiences. It was clear that the HealthEdge leadership cared and did not want diversity and inclusion to just be a moment or hot topic. They were invested in taking steps to make a change and do it the right way.

HealthEdge signed the Mass TLC Compact for Social Justice aimed at increasing diversity programming and training, self-reporting demographic information, and expanding their talent acquisition pipeline resulting in more diverse hires.

After a few meetings, we decided to add more structure to these discussions and open them up to everyone. This sparked the idea for IBelongHE, an internal group that has regular, open conversations about diversity, equity, and inclusion. I serve as the employee champion of IBelongHE to ensure our employees feel heard and have a voice in charting our path forward to real change.

We’re making progress with the monthly IBelongHE meetings and recently launched a speaker series bringing in outside experts to guide our company in tackling such topics as unconscious bias that help us think of others’ perspectives and experiences.

Our work is not yet done.  The first step is acknowledgement followed by making a plan to do better. We’re best served by being thoughtful and purposeful in what we’re doing. We will continue to have conversations, learn from each other, and move toward being a more diverse and inclusive workplace.

Technology Training Key for Retaining Top Talent

Reducing employee turnover and attracting the right talent is a top business imperative for 27.3 percent of health plan IT leaders today. Every time a company loses an employee, they must spend time and money on job postings, interviews, onboarding, lost productivity, and more. Employee turnover can cost companies hundreds of thousands of dollars every year. From my experience, the key to retaining top talent is robust, ongoing training.

If a company does not provide adequate training, employees can feel like they’re not qualified for their job because they don’t know what to do; at the same time, they are afraid to ask questions for fear of seeming incompetent.

I’ve seen this time and time again throughout my career.

People begin to ask themselves, “Why am I here?” “Am I in the wrong job?” “Maybe I should go somewhere else.” As a result, companies lose talented employees, and an opportunity to have that person speak up, improve processes, and advocate for your organization.

If an organization hires someone new, there’s only so much someone can learn on their own. The easiest and most effective way to ensure they succeed in their role is through training.

Every health plan is unique. Training helps organizations maintain a skilled workforce, ensure everyone is on the same page, and reduce errors.

When it comes to training, health plans should consider:

  • What are you doing to train your folks on all of the systems that create your ecosystem?
  • Succession planning- If someone left today, would anyone be able to step in the next day and do their job?
  • What processes are in place to ensure you’re regularly updating training programs?
  • How are you communicating with your company that training is available?

Especially today, as we support a blended remote and in-house workforce, employees have less day-to-day interaction with their peers. People might feel extremely alone in this work environment, and training is a productive way to take advantage of the downtime and engage with your teams.

Pradeep Bonda Named Winner―PeopleFirst HR Excellence Award

The PeopleFirst HR Excellence Awards recently named Pradeep Bonda, Director, People Success Team at Altruista Health, a HealthEdge company, as a “Future Leader” in the individual award category.

PeopleFirst recognizes human resources (HR) leaders for their contributions to their organizations and the HR ecosystem. The Future Leader award honors “game-changing HR directors of the future,” who have made a significant impact and adds value to their organization.  This year’s nominations to the overall categories included 150+ entries from 50+ organizations across a cross-section of industries. A panel of industry experts evaluate the submissions and select the winners.

Pradeep, who is based in Hyderabad, India, provided some insight about receiving recognition as, company culture, and his outlook for the future of HealthEdge.

Congratulations on being honored as a “Winner—PeopleFirst HR Excellence Awards 2020.” What does this award mean to you?

This is a special recognition as it is different from other awards I have received in the past as a young HR leader or the 40 under 40s. It makes me stand along with the eminent personalities and the most experienced leaders in the industry that are shaping the future of global HR practices.

What drew you to Altruista Health and its GuidingCare® product?

I’ve been with this fantastic organization for over ten years. I was drawn to this company for its vision that blends business value to the customers and well-being of the society, making it a great place to be part of.

What are you most proud of during your tenure?

While I am proud of the many milestones I have achieved in this journey, Altruista’s culture stands out for me. Our people exhibit great Altruistic values. They help each other and enjoy each other’s success. We built a culture of transparency and openness, where employees feel free to express their ideas and thoughts without the fear of being judged. Even more excited is HealthEdge, our parent company shares these same cultural values.

What do you love about what you do? 

We strive to empower each employee to achieve his or her dreams and full potential. The smile and satisfaction I see in a happy employee’s eyes when they fulfill their professional and personal goals make me fall in love with what I do every day.

HealthEdge completed the acquisition of Altruista Health in December 2020. What are you looking forward to most with the newly combined company?

These are exciting times. I am looking forward to playing a pivotal role in integrating the organizations and simultaneously scaling the combined entity to be an employer of choice. We are now one company, with multiple products and many growth and learning opportunities.

Our Hyperbad location has several job openings, is there anything you want to share with prospective candidates?

We are one of the fast-growing health technology product organizations in Hyderabad. Our employees love us for two important reasons: continuous learning and tremendous growth opportunities. The people success team is committed to identifying multiple ways to identify and recognize talent. Employees feel satisfied when they see their work impacting millions of lives. If you are looking for a place where you can try your hands on every aspect of product development and have experience and expertise in scaling enterprise-grade products, we are the right place for you.

Regulatory and Compliance Updates Payers Should Know

The Patient Access API has an upcoming enforcement date of July 1, 2021.

HealthEdge has all of the data required to enable compliance at the client site. However, we’re taking a deeper dive into the mapping to the Common Payer Consumer Data Set, the bridge to the FHIR Profiles required by member-facing applications. We are looking at what tools we can readily provide to our customers, in addition to the Data Warehouse Dictionaries, which are published routinely to see if there is room to improve upon the availability of that data for our customers.

We are also working on Bridge Mapping for the Patient Access API. We can expose the data required using HealthEdge API services. We are working to create an implementation guide and verify and document the data map from the system of record to the CPCDS (common payer consumer data set) format. Potentially this can be used to create flat files that will go over a bridge to the solution and easily map to the FHIR profile.

Recently sparking a bit of controversy, the CMS Interoperability and Prior Authorization Proposed Rule came out with a swift turnaround—less than two weeks.

This proposed rule builds on the policies finalized in the CMS Interoperability and Patient Access rule. It emphasizes the need to improve health information exchange, increase data sharing, and improve prior authorizations.

Achieving appropriate and necessary access to complete health records for patients, providers, and payers is driving this process. Some of the fallout from the pandemic has highlighted the need to be a more interoperable industry and have this information still protected but readily available.

We are monitoring the developments at the federal level and will keep everyone informed.

The first deadline for the Transparency in Coverage Final Rule is January 1, 2022, regarding machine-readable files.

Payers must post these files to their website, open to the public, and include all in-network negotiated provider rates, in-network drug pricing, and out-of-network rates.  We are looking at the file formats and will have more information to share in our next session.

We also received several questions regarding the only shopping tool, a tri-agency rule, effective January 1, 2023. The online shopping tool, or similar platform, includes out-of-pocket cost estimates and negotiated prices, specific to each patient, for 500 of the “most shoppable” services (it will expand to all customers in 2024). We have all of the data required available, as well as trial claim and additional tools that will help our customers accomplish this mandate.

As a reminder, the 2020 Medical Loss Ratio (MLR) reporting will allow plans to include in their numerator of the MLR any shared savings payments the issuer has made to an enrollee due to the enrollee choosing to obtain health care from a lower-cost, higher-value provider.

The 2021 Appropriations and COVID-19 Stimulus Package will impact health plans, including several Medicare reimbursement provisions.

One of the key things that came out of this package is a No Surprises Act at a Federal level, a bipartisan effort to address surprise medical billing. The COVID-19 pandemic highlighted situations where individuals seek emergency care and end up with surprise bills due to the physician being out of network or balances they were not anticipating.  Many states have Surprise Billing Statues, and we will need to look at how the federal rules impact those states.

The Tri-Agencies (departments of Health and Human Services, Treasury, and Labor) will issue regulations and guidance to implement a number of the provisions. That’s where we will get our compliance requirements. Most sections of the legislation will go into effect on January 1, 2022.

Another item that came out of recent legislation is the drug price transparency provisions that require drug manufacturers to report drug average sale prices to HHS for drugs covered under Medicare Part B beginning January 1 of 2022. This may impact Medicare Part D and CMS pricing in other settings.

President Biden announced a regulatory freeze of all items that were pending review in a Memorandum to the heads of the Executive Department and agencies.

Under the freeze, no rule shall be proposed or issued in any manner until Biden-appointed department heads review and approves. The memo also directs decision-makers to withdraw any rule sent to the Office of the Federal Register but not yet published, which applies to the recently finalized Prior Authorization and Interoperability Rules.

We will see some delay, but we will likely see a flurry of activity once all appointed department heads in place.

The freeze could also impact the proposed modifications to the HIPAA Privacy Rule to support and remove barriers to coordinated care and individual engagement.

The comment period ends March 22, 2021. Most of the changes center around the individual privacy rule, the right to inspect and obtain copies. And that, as you know, goes hand in hand with interoperability, payer-to-payer exchange, and the advent of being able to access your information using smart apps. Although these will likely see a delay,  I think we will see some of those modifications take hold.

Another Final Rule, likely to see a delay, requires health insurers operating on the federal exchanges participating in the Children’s Health Insurance Program and Medicaid to release faster decisions on prior authorization requests and use application programming interfaces to share prior authorization with data with patients and clinicians. Comments are due April 6, 2021.  We will continue to monitor and provide updates as they occur.

Choosing a Long-Term Partner for Growth and Success

Change is a constant in the healthcare market. So, when healthcare payers are evaluating new technology investments, it’s imperative that they look beyond deploying a quick fix and seek out solution providers that care about—and can accommodate— your long-term transformation goals. Solution providers that challenge the status-quo, focus on functional design, and continuously reinvest in their products ensure that their solutions go beyond addressing your immediate needs to deliver partnerships for proactive change.

An internal culture that challenges the status quo

Technology solutions are ultimately a reflection of the people that build them. Organizations that encourage an internal culture of questioning the way things work is important. Not only does this mindset foster a sense of excitement, but it also helps employees seek out answers to the question, “how can this be better?” Much of today’s healthcare technology remains focused on short-term solutions that are not designed to adapt. But an internal culture that not only tolerates, but encourages questioning, breaking, re-building, and pushing the boundaries will continuously evolve—and this will show in their products.

Focused on functional design

While several providers may be able to offer a solution that meets your needs, many are limited to niche functions and require additional solutions or workarounds to accommodate the intricacies of your unique workflow. These cobbled-together solutions and processes complicate the claims payment ecosystem, creating manual rework and IT drag, ultimately leading to disjointed activities that result in inaccuracies and waste. This approach, however, is far less effective than using a system that is thoughtfully designed to allow all processes to work together seamlessly, eliminating all errors and delays.

Companies that are focused on design consider the ever-evolving nature of your claims payment ecosystem and build products that can adapt and grow with you. Cloud-based, interoperable, extensible solutions with open APIs are designed to deliver synchronization of payment guidance. These foundational capabilities, in turn, increase automation, reduce IT lift, and enable more rapid innovation to accommodate market needs.

Reinvestment in the products they build

An organization that continuously reinvests in its solution and prioritizes the build-out of features, capabilities, and support for its clients is a sign that they can provide a successful long-term partnership. Solution providers that understand the ever-evolving demands on payers will create a road map that considers immediate client needs while also anticipating future needs, like increased AI and machine learning capabilities. Their solutions are designed to grow and remain agile as new functionalities and content are developed. Furthermore, SaaS solutions that can deliver these updates via the cloud with minimal internal IT lift enable health plans to focus on other efforts instead of maintaining their technology solutions. As demand for transparency grows, organizations that invest in interoperability will ensure payers have insight into all aspects of their claims payment processes.

Choosing the right technology partner ensures long-term success for payers while enabling easy upgrades, interoperability, and automation—all without demanding additional lift from your internal IT. When you partner with innovative providers, they will help shine a light on the path for your organization—instead of holding you back, they will guide you, continuously, towards growth, agility, and not just accommodating, but anticipating an ever-evolving market.

What Can Software Vendors Learn From Health Plans?

Having a wide range of experiences with both health plans and software vendors, it is intriguing to explore how each operates in tandem with the other, creating symbiont relationships that are crucial for one another’s success. Reflecting on those common experiences many of us have, there are many things one could learn from another.

One experience stood out to me recently while reflecting on my employment at my local health plan, first entering the healthcare payer space many years ago. I will never forget what my boss told me on my first day. He said, “We may not be the cheapest game in town, but nobody else is going to provide a better customer experience.”

As my journey through health plan operations continued, that commitment to customer service was always consistent. No matter the department, we went above and beyond for our customers; whatever they needed, we did our best to make it a reality. It was our commitment to our customers that drove our daily business decisions. Anyone who came from this health plan and, as I would discover later, many other health plans like it, will tell you their number one priority is, and always will be, the customer. It is simply engrained in the culture.

Software companies certainly care about customer relationships. In fact, I have led optimization efforts to re-establish that rapport that is so critical for collective success. Where understanding the issues and being patient with our approach to the solution was required. Our Chief Revenue Officer Chris Conte wrote about patience and understanding our customers’ challenges and how critical it is to remain sensitive to the issues facing health plans, providers, and members that are out of their control.

While the level of commitment to customer satisfaction are likely equal between the two comparative entities, the biggest business problems encountered are navigating factors such as the strategy and logistics of servicing/delivering the many needs of a health plan with a streamlined, efficient process. Software organizations tend to matrix resources around the delivery of contracted products and services to best meet the quality and deadlines associated with the customer. As a byproduct, this means if someone at a software customer has an issue, they may need to go to a sales executive, account manager, program manager, project manager, project lead, product SME, or technical analyst, or business analyst, or application support ticketing process to get an answer or assistance. This means there are times a customer may experience delays or, worse, confusion about getting what they need.

As a software vendor, I feel we can learn a lot about changing the relationship dynamics to increase rapport while providing a modern white-glove service. Healthcare is an emotional experience, and vendors who do business with health plans need to design their experience with that in mind. Creating a disruptive single contact-based model that breaks the existing state.

From a technology point of view, intelligent automation or hyper-automation should be playing a huge role in reshaping and redesigning the customer experience.

As we look to the future as software vendors, we can evolve the model to reinvent the customer experience going forward using state of the art technology.

A modern digital one-stop-shop experience that goes above and beyond for anything our customers need is the customer service model of the next generation.