Even when clinic operations are outsourced to vendors, initial employer involvement—including the identification of the appropriate scope and scale of clinic services—and sustained employer attention over time are critical to clinic success.
Measuring the impact of clinics is difficult, and credible evidence on return on investment (ROI) varies widely, with very high ROI claims made by some vendors lacking credibility.
While well-designed, well-implemented workplace clinics are likely to achieve positive returns over the long term, expecting clinics to be a game changer in bending the overall health care cost curve may be unrealistic.
ith employers facing relentless growth in health care spending, demand for workplace health clinics has increased over the past five years, according to most industry experts interviewed by HSC researchers (see Data Source).
Employers view workplace clinics as a tool to contain medical costs, boost productivity and enhance companies’ reputations as employers of choice.
Cohen Interest in workplace clinics has intensified in recent years, with employers moving well beyond traditional niches of occupational health and minor acute care to offering clinics that provide a full range of wellness and primary care services.
The recent resurgence of workplace clinics has differed markedly from the first iteration of clinics.
These employersincluding many in the financial sectortended to provide clinics as a perk for high-wage employees and to minimize employees’ time away from work.
Indeed, the increased interest in onsite clinics is linked to greater demand for workplace wellness programsan interest shared by both employers and policy makers.