Q: I have never understood, do we integrate services for marketing purposes, delivery purposes, or both? A: “Clients usually want the broadest range of services.”
A: “Our purpose is to do whatever we can to ensure optimal health and safety at our clients’ workplaces. Optimal impact can only be achieved through the systematic delivery of multiple services.”
A: “It saves time for all involved by having a single person represent multiple services.”
A: “We found that such integration supported our branding initiative.”
Q: What happens when we get territorial pushback from other service lines when we try to integrate their services?
A: “It comes down to one’s ability to sell concepts and ideas. I suggest spending more time asking questions and listening.”
A: “You can head off pushback proactively by asking people what their goals are.”
A: “There is only a finite amount of money and everyone is looking over everybody’s shoulder. You need to lead the other party and help them understand what’s in their best interest.”
Q: I’ve heard women’s health mentioned often but I still don’t see its relationship to occupational health services. Does it make sense?
A: “There are two ways to grow: move market share from others or build demand. Women’s health falls in the latter category. Many women are not getting the care they need. So you need to build demand.”
A: “Women’s health begins with large-scale education, which leads to more screenings, which identifies more risk factors, and that leads to more interventions.”
A: “For the first time there are more women in the workforce. Historically, and by a large margin, women are the major healthcare decision-makers of the family. Every healthcare organization should have a strong women’s health strategy.
Q: Our program has a “silo mentality.” How do programs address this issue?
A: “It really comes down to the most senior person in an organization. If he or she feels the need to move away from a silo mentality, it is likely the organization will go in that direction.”
Q: Who is responsible for integrating services, the medical director or the program director?
A: “It’s a matter of degree. It may be 50-50 or something less proportional. It largely depends on personalities and other factors.”
Q: What is the most important point you can make?
A: “Do we have the tools we need? Things are evolving. Do we have the infrastructure, the data, and the external relationships?”
A: “Ask. Ask internally to find out what is doable and what is not. Ask externally to find out what your employers are ready for – you do not want to get ahead of the curve.”
Alanna
Alanna
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