How We Define Direct-to-Employer

Direct-to-employer is often associated with direct contracting, employer clinics, or specific healthcare products. Those can all be part of a DTE strategy, but we believe the opportunity is much broader.

At GLNJ Group, direct-to-employer starts with understanding the employer—not with a predetermined solution.

We help health systems engage directly with employers to understand where healthcare is supporting, or falling short of, the needs of their workforce and business operations. Those insights can reveal opportunities across access, cost, specialty care, behavioral health, occupational health, navigation, employee health plans, onsite care, and other areas.

The most effective employer strategies don't begin by asking, “What can we sell?”

They begin by asking, “What healthcare challenges are affecting employers in our market, and where can our health system make a meaningful difference?”

That outside-in perspective allows health systems to align their capabilities with demonstrated market needs and develop solutions employers actually value.

Healthcare challenges don't stop at the employee. When access is difficult, care is delayed, costs are high, or employees must leave the market for services, the effects can extend into business operations.

• Productivity and absenteeism 
• Return-to-work 
• Recruitment and retention 
• Healthcare costs 
• Employee experience 
• Access to needed care 
• Business expansion and economic development

Employers represent more than a source of covered lives. They are major stakeholders in the communities health systems serve and an important source of insight, relationships, commercial utilization, and growth.

Health systems that understand employer needs and respond effectively can strengthen relationships, keep more care local, differentiate themselves in the market, and create new opportunities for sustainable growth.