With a broad range of gender-specific health products and services available, the days of a one-size-fits-all approach to healthcare benefits are long gone. But while there are significant benefits for organisations offering access to gender-specific healthcare, there are potential pitfalls too.
“Employee demand for benefits such as menopause support and fertility means it’s no longer about being seen as an employer of choice,” says Claire Knowles, healthcare lead at Lockton. “Employers have to offer these benefits.”
She’s seen a marked shift in employee expectations since the pandemic. “Pressures on the NHS have accelerated since the pandemic and employees are looking to their employers to access all forms of healthcare. This isn’t surprising when it takes an average of 7.5 years to get a diagnosis for endometriosis on the NHS.”
Good for business
Providing access to gender-specific healthcare makes sound business sense too. “Our research found that neglecting women’s health issues cost the UK economy £20.2 billion a year,” says Dr Pallavi Bradshaw, deputy chief medical officer at Axa Health. “Additionally, among the women facing health issues, 83 per cent reported a financial impact.”
These economic costs come through in areas such as increased absence, lower productivity and higher turnover. As an example, figures from Peppy show that, every year, 900,000 women leave their jobs as a result of menopausal symptoms.
Lack of health support can have other costly implications too. As an example, Knowles points to a menopausal woman working in a legal firm. “If they feel unsupported, they will be more likely to hide their symptoms. But, if brain fog leads to a major mistake, the firm could be on the end of a huge liability claim,” she explains.
Supporting broader objectives
As well as helping to protect the bottom line, providing gender-specific health can also support an organisation’s DE&I strategy. Recognising every employee’s unique characteristics, and providing access to healthcare that enables them to thrive at work, can help an employer win the talent wars.
More and more employers are acknowledging this. As an example, Kim Wilkinson, senior healthcare consultant at Howden Employee Benefits & Wellbeing, points to a survey her firm ran with REBA earlier this year. “42 per cent of respondents stated that DE&I had made a positive impact on their business and this percentage is growing every year,” she says. “Employers are increasingly focusing on creating an inclusive and supportive environment. Providing gender benefits can help them achieve this.”
Offering gender-specific health benefits can also support DE&I by changing mindsets. “By providing these benefits, it helps to give everyone a better understanding of the issues that others face,” says Christine Husbands, commercial director at RedArc.
Benefits for all
Demand for these benefits means that what’s available is constantly evolving. “Most started as bespoke benefits on healthcare trusts but increased interest means many are now available as standard terms and conditions on medical insurance,” says Wilkinson.
Menopause services remain the most widespread, with support ranging from literature and helplines through to plans offering consultations and more personalised care. The popularity – and benefit – of these services has spawned additional women’s health offerings, enabling employees to access support on everything from periods and health conditions such as endometriosis through to pregnancy and parenting.
Fertility is another key area. Products can offer advice on how to navigate the NHS’s fertility services, hormone testing, egg freezing and IVF. Providers also recognise the need to offer men’s health products.
These can cover male cancer screening and awareness but will often seek to make mental health support more accessible to men. Dan Sullivan, marketing and propositions director at Bupa, explains: “We work with JAAQ, a video platform that uses sportspeople, celebrities and experts to really connect with younger people and help them recognise when they might need help.”
Gender dysphoria services have also started to appear on benefits schedules. Advice and counselling are core but the more comprehensive offerings can include gender affirmation surgery and support throughout transition.
New benefits, new challenges
Shifting from a one-size-fits-all product to much more personalised offerings is not without its challenges. As an example, Knowles points to transgender benefits which might include laser hair removal to support a male to female transition. However, as excess hair growth can be a symptom of polycystic ovary syndrome, it may leave some employees feeling discriminated against. “Employers need to have challenging, ethical conversations about what they’re offering and why,” she adds. “Sometimes you have to be practical for the greater good but any decisions must be carefully considered.”
The financial implications of supporting everyone can be significant too, especially with medical inflation pumping up the bill. Where budgets are tight, Wilkinson recommends looking
at the added-value services on existing products. “Targeted communications can help an organisation make the most out of free menopause helplines or health and wellbeing calendars,” she explains. “It’s also worth mapping what an organisation has and creating pathways to ensure employees can access relevant services.”
She’s also seen success with services that are offered on a pay-per-use basis, such as Bupa’s menopause plan. “An employer can look at the demographics and determine how much it might be used,” she explains. “This element of control means these types of services are popular with employers.”
Winning workplace culture
No matter how small, any spend on gender health benefits will also be magnified by having the right culture in the workplace. Stephanie Parton-Corr, health, equity and wellbeing lead at Willis Towers Watson, explains: “Everything has to be joined-up. If an organisation wants a family-friendly workplace, the policies on maternity and paternity leave must be gender neutral.”
Communications play a significant part in creating this culture. As well as linking in with employee resource groups and networks, training line managers and HR will also improve benefit accessibility. Buy-in from senior executives, especially where they are comfortable sharing their experiences, can help demonstrate the organisation’s commitment too.
And, while these new benefits bring risks and challenges, Knowles says they are a welcome addition to the workplace. “We’re all learning and the market has moved so quickly,” she says. “But supporting employees with these health issues is really positive.”
Tips for building a strong DE&I proposition
Creating a diverse and inclusive workplace is a key objective for international law firm Clifford Chance. As well as offering a broad range of gender-specific health benefits including fertility, menopause and men’s and women’s health, it offers a comprehensive set of benefits for transgender colleagues.
Its head of inclusion for the UK, Nina Goswami, has the following tips for organisations building their DE&I proposition:
- Take an evolutionary approach “Make lots of small changes and don’t be afraid to review and take a pause on anything that isn’t working,” she says. “Society and your workplace are constantly changing so this approach allows the organisation to reflect these shifts and make adjustments according to the lived experience of your people – and avoid the shock of a more significant overhaul.”
- Understand and use your data Data is the engine for change, says Goswami. “Regularly review and understand the data you have – acknowledging data collection regulations differ across regions. If you’re not constantly reviewing your data and learning from it, you can’t be sure you’re focussing on the key areas to change to move forward.”
- Communicate, communicate, communicate An engaging communications programme is a must. “You can’t communicate too much,” she says, pointing at channels ranging from newsletters to manager training as means to promote your benefits. “It must be two-way too. As examples, we run regular surveys and listening sessions with colleagues to understand what they want and how they perceive what we’re doing. Our affinity networks also play a significant role in communicating inclusion through events that engage people across the firm.”