The pandemic normalized virtual care. Yet many consumers still actively opt for in-person care. This suggests the need for a hybrid approach to care that better balances payer and patient preferences.
KEY INSIGHT 01
Hybrid Health Care
Broad Enthusiasm for Virtual Health
Virtual care has grown in both presence and popularity, with overall satisfaction among consumers remaining high. Consumers say they are very or somewhat satisfied with their virtual care experience across a variety of formats, including apps, text messages, video calls and traditional (audio) phone calls. They appear less enthusiastic, however, about using the same formats for virtual care in the future.
The disconnect between consumers’ reported satisfaction and their waning enthusiasm about the ongoing use of this technology suggests a more nuanced—and more selective—relationship to telehealth itself. Video calls remain by far the most popular format for virtual care, with phone and apps next in line. It may be that video calls provide the best substitute for face-to-face interaction.
75%
of consumers agree more care will be provided virtually.
Consumer attitudes about virtual care formats:
Consumers are much more willing to embrace telehealth (i.e., video or phone-based visits) for certain types of care and medical disciplines over others. Just as in 2020, those areas of care vary noticeably.
Of consumers surveyed, 57% report having used any type of virtual care over the last 12 months. Meanwhile, a growing number of consumers are seeking virtual mental health counseling or therapy (up from 11% to 17% in 2021).
However, consumers are decidedly less enthusiastic about applying virtual solutions to other types of care. In their minds, specialties requiring more physical interaction and/or examination—such as physical therapy—are among the least conducive to virtual care.
Virtual Care Types
Employers are seeking to calibrate their benefit offerings to the needs of members in an ongoing pandemic environment. HR decision-makers are inclined to adopt permanent investments to improve members’ access to virtual care, including mental health, as well as innovations in digital health solutions. In contrast, health plan leaders report far lower rates of investment in virtual care, instead opting to dedicate resources to vaccination policies and plans. This decline does not necessarily suggest that health plan leaders have shifted their
priorities. Rather, they may have already satisfied their need for investment in virtual health care in the past. Also, health plan leaders may be maintaining a more expansive focus on budgets and policies in response to the pandemic, while HR decision-makers are responding to the more granular needs of their employees. This year marks the first investment by plan leaders in a broader set of practices designed to enhance and protect employee health in the face of the pandemic—such as hybrid work schedules and care plans for employees experiencing long-term effects from COVID-19 (i.e., “long COVID”).
Permanently Implemented Change:
Nuances and Hesitation
Consumers demonstrate a high degree of interest and involvement in digital health solutions, which is consistent with their reported satisfaction with telehealth.
Consumers are clear in their requirements of digital health solutions:
91%
Expect to have online access to their health information.
84%
Believe they should be able to “shop” for providers (i.e., reviews, qualifications).
84%
Would regularly use cost-comparison tools.
Consumer Comfort with Telehealth
Of consumers polled in 2021, 61% are comfortable with a full transition from in-person visits to telehealth, in line with 58% who said the same in 2020. However, a majority (58%) of consumers also expressed reservations about the efficiency and personalization of their telehealth encounters.
Consumers’ top three reasons for replacing
in-person care with virtual care
47%
Mild symptoms
47%
Convenience (can remain at home/work)
44%
Lower costs
The Evernorth Digital Health Formulary
is a clinically based, expertly evaluated platform to review new-to-market and existing digital health solutions to ensure plan sponsors’ confidence and members’ security. When evaluating initiatives to expand virtual care, plan sponsors can take into account the demographic composition of their member populations and their likelihood to use
virtual options. They can also consider outreach efforts to demographics underserved by virtual care.
The embrace of virtual care remained inconsistent across demographics. In general, the use of virtual care is more common among women than men. Gen Z (born between 1997 and 2012) is most likely to have received virtual mental health counseling or therapy, while Baby Boomers (born 1946 to 1964) are least likely to have used virtual care for any purpose.
Recommendation
When evaluating initiatives to expand virtual care, plan sponsors can take into account the demographic composition of their member populations and their likelihood to use virtual options. They can also consider outreach efforts to demographics underserved by virtual care.
Regardless of any apprehension on the part of consumers, plan sponsors intend to continue emphasizing telehealth over traditional in-person models. While HR decision-makers are more likely to prioritize virtual care and digital care management solutions, health plan leaders are also attuned to the importance of virtual care access points.
Regardless of any apprehension on the part of consumers, plan sponsors intend to continue emphasizing telehealth over traditional in-person models. While HR decision-makers are more likely to prioritize virtual care and digital care management solutions, health plan leaders are also attuned to the importance of virtual care access points.
Plan sponsor priorities for primary access points of care
| HR DECISION-MAKERS | 2020 | 2021 |
|---|---|---|
| VIRTUAL CARE | 70% | 75% |
| DIGITAL CARE MANAGEMENT TOOLS | 61% | 68% |
| HEALTH PLAN LEADERS | 2020 | 2021 |
|---|---|---|
| VIRTUAL CARE | 54% | 76% |
| DIGITAL CARE MANAGEMENT TOOLS | 46% | 79% |
This trend indicates an opportunity for HR decision-makers and members to align on the desire and demand for certain virtual health experiences. Digital care management tools dominate health plan leaders’ benefits toolkits over the next two to three years. A 61% majority of consumers report an inclination to use apps for care in the future, but the remaining 39% could require further encouragement.
Prioritized care access points for the next 2–3 years:
Solution
The Evernorth Digital Health Formulary is a clinically based, expertly evaluated platform to review new-to-market and existing digital health solutions to ensure plan-sponsors’ confidence and members’ security.
Recommendation
It’s vital to listen carefully to members—especially if they voice any hesitation about virtual care. Plan-sponsors can ensure that digital health options are prioritized according to member preferences as they continue to navigate the rapidly changing environment.
Expansion of virtual solutions
When considering the circumstances that would justify replacing in-person care with virtual care, consumers supplied a wide variety of responses—the most popular being mild symptoms, convenience and cost savings. Similarly, the research reveals considerable diversity about what qualifies as essential for an in-person provider visit. The broad array of responses remained consistent year-over-year, suggesting that despite the differences in their motivations, consumers are decisive in their criteria for choosing virtual over in-person provider experiences.
HR decision-makers consistently applaud the expansion of virtual care across all clinical disciplines surveyed. Health plan leaders report a moderately lower interest in virtual care compared to their HR colleagues. Both groups acknowledge the value of virtual care and, looking forward, remain open to investing more. They are especially aligned on the idea of applying virtual models to urgent care, nutrition and speech therapy.
Organizational Interest in Expanding Virtual Care
EXPERT PERSPECTIVE
“COVID-19 created the environment for mainstream acceptance of virtual care and the impetus the health care system needed to make it a reality. Now, we have a tremendous opportunity to advance integrated care models across all sites of care—health care centers, worksites, at home, virtually—to deliver the best health outcome.”
MATT BENNETT | SENIOR VICE PRESIDENT, CARE DELIVERY
Recommendation
While members generally endorse virtual solutions for primary care, plan sponsors may prefer to temper their enthusiasm and align more fully with their members’ sentiments, given their guarded reaction to the extension of virtual health to other “high touch” areas of care.
